Richard P. Rumelt

“The best answer to this puzzle is that the real surprise was that such a pure and focused strategy was actually implemented. Most complex organizations spread rather than concentrate resources, acting to placate and pay off internal and external interests. Thus, we are surprised when a complex organization, such as Apple or the U.S. Army, actually focuses its actions. Not because of secrecy, but because good strategy itself is unexpected.”


Richard P. Rumelt, Good Strategy Bad Strategy: The Difference and Why It Matters
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Good Strategy Bad Strategy: The Difference and Why It Matters Good Strategy Bad Strategy: The Difference and Why It Matters by Richard P. Rumelt
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