Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” He debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” A good strategy is a specific and coherent response to—and approach for overcoming—the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in challenges as varied as putting a man on the moon, fighting a war, launching a new product, responding to changing market dynamics, starting a charter school, or setting up a government program. Rumelt’snine sources of power—ranging from using leverage to effectively focusing on growth—are eye-opening yet pragmatic tools that can be put to work on Monday morning.Surprisingly, a good strategy is often unexpected because most organizations don’t have one. Instead, they have “visions,” mistake financial goals for strategy,and pursue a “dog’s dinner” of conflicting policies and actions.Rumelt argues that the heart of a good strategy is insight—into the true nature of the situation, into the hidden power in a situation, and into an appropriate response. He shows you how insight can be cultivated with a wide variety of tools for guiding yourown thinking.Good Strategy/Bad Strategy uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis.Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.From the Hardcover edition.

    With this book, Barthes offers a broad-ranging meditation on the culture, society, art, literature, language, and iconography--in short, both the sign-oriented realities and fantasies--of Japan itself.

    By lucidly revealing the common threads that connect the ancient confrontations between Athens & Sparta & between Rome & Carthage with the two calamitous world wars of the 20th century & the Cuban Missile Crisis, Kagan reveals new insights into the nature of war & peace that are vitally important & often surprising.

    Hunted in turn by American troops, the Philippine police, hostile islanders, and successive Japanese search parties, Onoda had skillfully outmaneuvered all his pursuers, convinced that World War II was still being fought and that one day his fellow soldiers would return victorious. This account of those years is an epic tale of the will to survive that offers a rare glimpse of man's invincible spirit, resourcefulness, and ingenuity. A hero to his people, Onoda wrote down his experiences soon after his return to civilization. This book was translated into English the following year and has enjoyed an approving audience ever since.

    At the time, General Dwight Eisenhower, General Douglas MacArthur, and chief of staff Admiral William Leahy all agreed that an atomic attack on Japanese cities was unnecessary. All of them believed that Japan had already been beaten and that the war would soon end. Was the bomb dropped to end the war more quickly? Or did it herald the start of the Cold War? In his probing new study, prizewinning historian Ronald Takaki explores these factors and more. He considers the cultural context of race - the ways in which stereotypes of the Japanese influenced public opinion and policymakers - and also probes the human dimension. Relying on top secret military reports, diaries, and personal letters, Takaki relates international policies to the individuals involved: Los Alamos director J. Robert Oppenheimer, Secretary of State James Byrnes, Secretary of War Henry L. Stimson, and others... but above all, Harry Truman.

    It is iconoclastic, crosses disciplinary boundaries, and finally it is calm and compellingly reasonable. The book was widely read on both sides of the Iron Curtain and the result was serious revision in both Western and Soviet strategy and doctrine. As a result, both sides were better able to avoid disaster during the Cold War.The strategic concepts still apply: defense, local animosities, and the usual balance-of-power issues are still very much with us. Kahn's stated purpose in writing this book was simply: "avoiding disaster and buying time, without specifying the use of this time." By the late 1950s, with both sides H-bomb-armed, reason and time were in short supply.Kahn, a military analyst at Rand since 1948, understood that a defense based only on thermonuclear arnaments was inconceivable, morally questionable, and not credible.The book was the first to make sense of nuclear weapons. Originally created from a series of lectures, it provides insight into how policymakers consider such issues. One may agree with Kahn or disagree with him on specific issues, but he clearly defined the terrain of the argument. He also looks at other weapons of mass destruction such as biological and chemical, and the history of their use.The Cold War is over, but the nuclear genie is out of the bottle, and the lessons and principles developed in On Thermonuclear War apply as much to today's China, Russia, Iran, and North Korea as they did to the Soviets.

    Across the realms of civic and private enterprise alike, bureaucracies vitally impact our security, freedoms, and everyday life. With so much at stake, competence, efficiency, and fiscal prudence are essential, yet Americans know these institutions fall short. Many despair that they are too big and too hard to reform. Robert Gates disagrees. Having led change successfully at three monumental organizations—the CIA, Texas A&M University, and the Department of Defense—he offers us the ultimate insider’s look at how major bureaus, organizations, and companies can be transformed, which is by turns heartening and inspiring and always instructive. With practical, nuanced advice on tailoring reform to the operative culture (we see how Gates worked within the system to increase diversity at Texas A&M); effecting change within committees; engaging the power of compromise (“In the real world of bureaucratic institutions, you almost never get all you want when you want it”); and listening and responding to your team, Gates brings the full weight of his wisdom, candor, and devotion to civic duty to inspire others to lead desperately needed change.From the Hardcover edition.

    It also involves a Japanese society that’s been called one of the most distinctive on Earth. If there were a Japanese version of Captain America, this would be his origin story.

    It's a page-turning, first-hand account of Kasal's courageous mission to rescue fallen comrades under intense enemy fire during the Battle of Fallujah-actions that earned him the distinguished Navy Cross, America's second highest military award. This stunning, unforgettable account shows an American hero rising to the challenge of world events with leadership, valor, and loyalty.

    Marshall, Charles de Gaulle, Dwight D. Eisenhower, and Margaret Thatcher.Each of these leaders fundamentally shaped the outcome of the war in which their nation was embroiled. Is war leadership unique, or did these leaders have something in common, traits and techniques that transcend time and place and can be applied to the essential nature of conflict?Meticulously researched and compellingly written, Leadership in War presents readers with fresh, complex portraits of leaders who approached war with different tactics and weapons, but with the common goal of success in the face of battle. Both inspiring and cautionary, these portraits offer important lessons on leadership in times of struggle, unease, and discord. With his trademark verve and incisive observation, Roberts reveals the qualities that doom even the most promising leaders to failure, as well as the traits that lead to victory.

    But On War , which was never finished and was published posthumously, is obscure and fundamentally contradictory. What Clausewitz declares in book 1, he discounts in book 8. The language is confusing and the relevance not always clear. For a book that has truly changed the world, On War is extremely difficult for the general reader to approach, to reconcile with itself, and to place in context. Hew Strachan, one of the world’s foremost military historians answers these problems in this fascinating book. He explains how and why On War was written, elucidates what Clausewitz meant, and offers insight into the impact it made on conflict and its continued significance in our world today. This is a must read for fans of military history.

    973 c. 1020), author of The Tale of Genji, is an intimate picture of her life as tutor and companion to the young Empress Shoshi. Told in a series of vignettes, it offers revealing glimpses of the Japanese imperial palace the auspicious birth of a prince, rivalries between the Emperor's consorts, with sharp criticism of Murasaki's fellow ladies-in-waiting and drunken courtiers, and telling remarks about the timid Empress and her powerful father, Michinaga. The Diary is also a work of great subtlety and intense personal reflection, as Murasaki makes penetrating insights into human psychology her pragmatic observations always balanced by an exquisite and pensive melancholy.In his illuminating introduction, Richard Bowing discusses what is known of Murasaki's life, and the religion, ceremonies, costumes, architecture and politics of her time, to explain the cultural background to her vivid evocation of court life. This edition also includes an explanation of Japanese names and dates, appendices and updated further reading.Translated and introduced by RICHARD BOWRING

    Congressman, a top aide to four American presidents, a high-level diplomat, a CEO of two Fortune 500 companies, and the only twice-serving Secretary of Defense in American history—Donald Rumsfeld has collected hundreds of pithy, compelling, and often humorous observations about leadership, business, and life. When President Gerald Ford ordered these aphorisms distributed to his White House staff in 1974, the collection became known as "Rumsfeld's Rules."First gathered as three-by-five cards in a shoebox and then typed up and circulated informally over the years, these eminently nonpartisan rules have amused and enlightened presidents, business executives, chiefs of staff, foreign officials, diplomats, and members of Congress.  They earned praise from the Wall Street Journal as "Required reading," and from the New York Times which said: "Rumsfeld's Rules can be profitably read in any organization…The best reading, though, are his sprightly tips on inoculating oneself against that dread White House disease, the inflated ego."Distilled from a career of unusual breadth and accomplishment, and organized under practical topics like hiring people, running a meeting, and dealing with the press, Rumsfeld's Rules can benefit people at every stage in their careers and in every walk of life, from aspiring politicos and industrialists to recent college graduates, teachers, and business leaders.

    "An illuminating guide to the use and abuse of history in affairs of state".--Arthur Schlesinger.

    Bolder than Sun Tzu, more practical than Gracian's Worldly Wisdom, this is the manual on how great leaders are made.