Read e-book online Clausewitz talks business : an executive's guide to thinking PDF

By Norton Paley

Distilling the knowledge of Carl von Clausewitz's enormous 1832 vintage On battle, this booklet transposes Clausewitz's so much enduring thoughts on management and technique to aid contemporary executives and executives imagine like strategists. Tapping into the common classes of approach, it uncovers capability options to a few of the main obstinate aggressive difficulties and offers readers with an figuring out that integrates Read more...

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It may be indifference to danger, which could be due to the individual’s constitution, or to his holding life cheap, or to habit. In any case, it must be regarded as a permanent condition. Alternatively, courage may result from such positive motives as ambition, patriotism, or enthusiasm of any kind. In that case courage is a feeling—an emotion—not a permanent state. These two kinds of courage act in different ways. The first is the more dependable; having become second nature, it will never fail.

And all its colorful resemblance to a game of chance, all the vicissitudes of courage, imagination, and enthusiasm it includes are merely its special characteristics. When groups engage in conflict, the reason always lies in the organization’s long-term strategic situation. Conflict, therefore, is an act of policy based on its strategic direction. At times, the conflict will expand sufficiently to overcome the resistance of inertia or friction. At other times, the activities are too weak to have any effect.

Purpose and Means in Competitive Conflict 29 COMMENTARY Four examples describe various marketplace conditions where conflict exists, yet “waiting would bring excessive disadvantages”: Google, the Internet company, built a new computer operating system and attacked Microsoft in virtually all of its businesses. In response, Microsoft fought back rapidly by offering a free, Web-based version of its Office software. Panasonic attempted to reach out and acquire a larger share in emerging markets. Yet the Japanese company became quickly aware that its $1,200 large-screen plasma-display TV sets and $3,000 nanotechnology refrigerators were beyond the reach of low-wage families.

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Clausewitz talks business : an executive's guide to thinking like a strategist by Norton Paley


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