Strategy as revolution

<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.loc.gov/MARC21/slim http://www.loc.gov/standards/marcxml/schema/MARC21slim.xsd">
  <record>
    <leader>00000nab a2200000 i 4500</leader>
    <controlfield tag="001">MAP20071025794</controlfield>
    <controlfield tag="003">MAP</controlfield>
    <controlfield tag="005">20080418121303.0</controlfield>
    <controlfield tag="007">hzruuu---uuuu</controlfield>
    <controlfield tag="008">960919e19960701usa||||    | |00010|eng d</controlfield>
    <datafield tag="040" ind1=" " ind2=" ">
      <subfield code="a">MAP</subfield>
      <subfield code="b">spa</subfield>
    </datafield>
    <datafield tag="084" ind1=" " ind2=" ">
      <subfield code="a">922.111</subfield>
    </datafield>
    <datafield tag="100" ind1="1" ind2=" ">
      <subfield code="0">MAPA20080025656</subfield>
      <subfield code="a">Hamel, Gary</subfield>
    </datafield>
    <datafield tag="245" ind1="1" ind2="0">
      <subfield code="a">Strategy as revolution</subfield>
      <subfield code="c">by Gary Hamel</subfield>
    </datafield>
    <datafield tag="520" ind1=" " ind2=" ">
      <subfield code="a">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</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080546991</subfield>
      <subfield code="a">Empresas</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080541125</subfield>
      <subfield code="a">Futuro</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080606091</subfield>
      <subfield code="a">Estrategia empresarial</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080620332</subfield>
      <subfield code="a">Reingeniería de la empresa</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080589417</subfield>
      <subfield code="a">Cambio organizativo</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080555061</subfield>
      <subfield code="a">Management</subfield>
    </datafield>
    <datafield tag="740" ind1="0" ind2=" ">
      <subfield code="a">Harvard business review</subfield>
    </datafield>
    <datafield tag="773" ind1="0" ind2=" ">
      <subfield code="w">MAP20077100345</subfield>
      <subfield code="t">Harvard business review</subfield>
      <subfield code="d">Boston</subfield>
      <subfield code="g">July-August 1996 ; p. 69-82</subfield>
    </datafield>
  </record>
</collection>