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The Art of Action: How Leaders Close the Gaps Between Plans, Actions, and Results
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The Art of Action: How Leaders Close the Gaps Between Plans, Actions, and Results

4.14 of 5 stars 4.14  ·  rating details  ·  65 ratings  ·  5 reviews
Executing strategy is an enduring management problem. There is often a significant gap between what managers plan, what they do and the outcome they achieve. Stephen Bungay finds a fresh approach from an unexpected source--the nineteenth-century Prussian Army. His solution is based not on theory, but on sets of practices that have evolved over many years in the fast-moving ...more
ebook, 304 pages
Published February 16th 2011 by Nicholas Brealey Publishing (first published November 1st 2010)
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Wahid Shalaly
Briefly, this is a very interesting book with a lot of valuable lessons from history (military history) and business. The book introduces a valuable & intuitive approach that can be applied, from my point of view, to many fields and aspects of life.

Ideas of the book sound very logic and intuitive, let you wonder why this approach (or equivalent) isn't the mainstream in business (at least) after all this time? The approach, from my point of view, is valid to be applied to many aspects of lif
Thomas Loefgren
Great book about leadership, management and direction and how to best get teams/organisations to operate smoothly and in unison during uncertain or changing circumstances/environment.

One of those books that put so much stuff you "already know" into clear models, that make you see things in a new and more informed way. Recommeded for people interested in leadership and very applicable to innovative/creative processes.

For a geek like me it also doesn't hurt that it uses Prussian War history less
Second time Clausewitz has unexpectedly paid off for me.
Probably the best book about strategy, leadership and management I have read to date. Fully utilizing his excellent grasp of both military history and modern management theory and practice the author manages to explain why the seemingly simplest things are so hard in both war and business and show a path towards reducing this friction.
Good good. Its a perfect book for middle managers or anyone responsible for the execution of something bigger than themselves.
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“You can shift the odds in your favor by differentiating yourself from others, because a good strategy seeks uniqueness. Rather than a plan, a strategy is a framework for decision making. It is an original choice about direction, which enables subsequent choices about action. It prepares the organization to make those choices. Without a strategy, the actions taken by an organization degenerate into arbitrary sets of activity. A strategy enables people to reflect on the activity and gives them a rationale for deciding what to do next. A robust strategy is not dependent on competitors doing any single thing. It does not seek to control an independent will. Instead, it should be a “system of expedients” – with the emphasis on system.” 0 likes
“Strategy is about fighting the right battles, the important ones you are likely to win. Operations are about winning them.” 0 likes
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