Strategy as revolution
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000nab a2200000 i 4500 | ||
| 001 | MAP20071025794 | ||
| 003 | MAP | ||
| 005 | 20080418121303.0 | ||
| 007 | hzruuu---uuuu | ||
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| 040 | $aMAP$bspa | ||
| 084 | $a922.111 | ||
| 100 | 1 | $0MAPA20080025656$aHamel, Gary | |
| 245 | 1 | 0 | $aStrategy as revolution$cby Gary Hamel |
| 520 | $aThe ten principles are a way of thinking about the challenge of creating strategy: 1. Strategic planning isn't strategic. 2. Strategy making must be subversive. 3. The bottleneck is at the top of the bottle. 4. Revolutionaires exist in every company. 5. Change is not the problem, engegement is. 6. Strategy making must be democratic. 7. Anyone can be a strategy activist. 8. Perspective is worth 50 IQ points. 9. Top-down and bottom-up are not the alternatives. 10. You can't see the end from the beginning | ||
| 650 | 1 | 1 | $0MAPA20080546991$aEmpresas |
| 650 | 1 | 1 | $0MAPA20080541125$aFuturo |
| 650 | 1 | 1 | $0MAPA20080606091$aEstrategia empresarial |
| 650 | 1 | 1 | $0MAPA20080620332$aReingeniería de la empresa |
| 650 | 1 | 1 | $0MAPA20080589417$aCambio organizativo |
| 650 | 1 | 1 | $0MAPA20080555061$aManagement |
| 740 | 0 | $aHarvard business review | |
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston$gJuly-August 1996 ; p. 69-82 |