Strategy as revolution

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<rdf:Description>
<dc:creator>Hamel, Gary</dc:creator>
<dc:date>1996-07-01</dc:date>
<dc:description xml:lang="es">Sumario: The 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</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/50233.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Empresas</dc:subject>
<dc:subject xml:lang="es">Futuro</dc:subject>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:subject xml:lang="es">Reingeniería de la empresa</dc:subject>
<dc:subject xml:lang="es">Cambio organizativo</dc:subject>
<dc:subject xml:lang="es">Management</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Strategy as revolution</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - July-August 1996 ; p. 69-82</dc:relation>
</rdf:Description>
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