Author:
Carroll, Paul, 1957-
Imprint:New York : Portfolio, 2008.
Descriptionx, 310 p. : ill. ; 24 cm.
Note:Introduction: Can fatal strategic flaws only be recognized in hindsight? -- Pt. 1. Failure patterns. -- 1. Illusions of synergy : succumbing to the eighth deadly syn(ergy) -- 2. Faulty financial engineering : taking a shortcut through the numbers -- 3. Deflated rollups : buying a string of rock bands to form an orchestra -- 4. Staying the (misguided) course : threat? what threat? -- 6. Fumbling technology : riding the wrong technology -- 7. Consolidation blues : doubling down on a bad hand -- Coda -- Pt. 2. Avoiding the same mistakes. -- 8. Why bad strategies happen to good people : awareness in not enough -- 9. Why bad strategies happen to good companies : awareness is still not enough -- 10. The devil's advocate : unleashing the power of conflict and deliberation -- 11. The safety net : an independent devil's advocate review -- Epilogue: Two revolutions.
Bibliography Note:Includes bibliographical references (p. [292]-301) and index.
Note:Analyzes the costly mistakes of companies throughout the past quarter century to counsel business professionals on what not to do, in a guide that profiles key strategy failures and challenges popular beliefs about leadership, luck, and effective execution.
Note:Recommended in Resources for College Libraries