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by David Kord Murray

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Author: David Kord Murray
ISBN: 1439198357
Language: English
Pages: 272 pages
Category: Management & Leadership
Publisher: Free Press (September 20, 2011)
Rating: 4.3
Formats: txt lrf mbr lrf
FB2 size: 1153 kb | EPUB size: 1707 kb | DJVU size: 1498 kb

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David Kord Murray The failure of detailed strategic plans that have taken a great deal of time and money to develop is one of the worst.

The failure of detailed strategic plans that have taken a great deal of time and money to develop is one of the worst problems in business, and it’s ever more urgent as the pace of change in business continues to accelerate.

Also by David Kord Murray Borrowing Brilliance. Plan B: How to hatch a second plan that’s always better than your rst, David Kord. p. cm. 1. Business planning

Also by David Kord Murray Borrowing Brilliance. PLAN B. How to Hatch a Second Plan That’s Always Better Than Your First. Free Press London Toronto Sydney. FREE PRESS A Division of Simon & Schuster, Inc. 1230 Avenue of the Americas New York, NY 10020. Business planning. 2. Creative ability in business. 3. Creative thinking.

Read unlimited books and audiobooks on the web, iPad, iPhone and Android. The greatest success comes to those who know how to construct and implement an adaptive Plan A that has within it the means of evolving into a superior Plan B by responding to problems confronted, discoveries made, changing market conditions, and the competition.

This mind map is a summary of the book Plan B How to Hatch a Second . Tags: lessons learned Plan B David Kord Murray adaptive management. A coaching engagement is a dynamic process that requires the organization of many inputs and outputs.

This mind map is a summary of the book Plan B How to Hatch a Second Plan That's Always Better Than Your First by David Kord Murray which talks about the importance of having Plan B and use adaptive management. Created using: iMindMap. Located in: Library Business Leadership. Related Mind Maps: tab Help.

Plan B How to Hatch a Second Plan That's Always Better Than Your. First by David Kord Murray. Empower and inspire each other. What It Takes to Be a Great Leader. by Rosalinde Torres TED Talk. Where Good Ideas Come From. by Steven Johnson TED Talk. Flat Army Creating a Connected and. Engaged Organization by Dan Pontefract. Smart Leaders Smarter Teams. How You and Your Team Get Unstuck to Get Results by Roger Schwarz. A Business Fable About Taking Your Team’s Performance – and Your Career – to the Next.

Find out more about Plan B by David Kord Murray at Simon & Schuster Canada.

by David Kord Murray · data of the book Plan B: How to Hatch a Second. by David Kord Murray. ISBN: 978-1-4391-9835-3. ISBN-10: 1-4391-9835-7.

ISBN13:9781439198353.

Why has Facebook been so limber, evolving so successfully even after a number of stumbles, while Myspace stalled and lost ground? Why was Wal-Mart able to expand so successfully into new offerings, such as groceries, while H&R Block dramatically failed to expand into offering financial services? The answer, David Murray reveals, is that Facebook and Wal-Mart both started with business models that empowered them to effectively adapt their plans as they executed them. The failure of detailed strategic plans that have taken a great deal of time and money to develop is one of the worst problems in business, and it’s ever more urgent as the pace of change in business continues to accelerate. Murray, author of the acclaimed Wall Street Journal bestseller Borrowing Brilliance, argues that valiantly sticking to even a well-thought-out Plan A is the road to disaster. The greatest success comes to those who know how to construct and implement an adaptive Plan A that has within it the means of evolving into a superior Plan B by responding to problems confronted, discoveries made, changing market conditions, and the competition. Writing in a lively, engaging voice and using a series of specific examples drawn from companies including IBM, Intel, Facebook, American Express, and Kaiser Permanente, as well as from the art of war, including the Battle of Gettysburg and the D-Day invasion, and even from the space program, Murray presents powerful methods for constructing a plan that has the mechanisms for adaptation built in. Drawing on a wealth of research, he explains why we are fairly good at short-term predictions but why, in our ever more rapidly changing business world, even the best laid plans will eventually go astray. He then introduces the best techniques for creating an optimal original plan that takes into account our limited ability to predict, showing that vital to this process is that it be constructed so that we are alerted in time to make the right changes. In a brilliant discussion of strategy and tactics, he shows that the core of this adaptability is making sure that your strategy and tactics are well aligned with one another and that you have established the right metrics for measuring results. He then details precisely how to adapt throughout the execution process by constantly monitoring and assessing results, developing worst-case scenarios, and recognizing unanticipated opportunities. Plan B is an essential guide to harnessing the forces of change to achieve long-lasting success despite the most vexing challenges.
Comments (7)
Onoxyleili
This is a follow-up to his first book: "Borrowing Brilliances." This book is definitely worth a read, but I would recommend reading his first book first.
Ynonno
Good for learning to maintain flexibility in planning and implimentation.
Joony
David Kord Murray knows his stuff. I love this book! He also has Borrowed Brilliance which I recommmend as well.
Kelerius
I rate this book a four because I genuinely found it educating and informative. Its focus is on incorporating strategy and tactics to plan and run businesses while making room for unforeseen events. While the author has done this successfully, I have also garnered bits of background information on historical events from WWII to space technology.
This book is useful for people involved in taking decisions at all levels.
Negal
This is one of the good books I have read in a long time, not because the author has said something new. He has compiled lots of material and presented them in an interesting way. In a nutshell author shows that adaptation to various business scenarios is of utmost importance as it is not possible to predict the future.

Some of the things I learned from this book are:

1. Choose your problem (one problem) carefully and then determine a strategy. If you find more than one problem keep them in a hierarchy. He gives examples of Facebook, Apple and D-Day. I have to say that his examples were quite convincing.

2. Although your plan will be eventually thrown away, the process of planning is important. Before creating the plan go through all your tactics and see which one is consistent with the problem you have defined.

3. Select the market and battlefield very carefully and fight where you are strong. You cannot uproot a stronger competitor head on so attack on the side. The reason is it is easier to defend a position than attack it. The author here gives examples from Facebook, Coke etc. to prove the point.

4. Make sure that your tactics and strategies are very consistent otherwise failure will result. Some interesting examples are presented here from Skype, Phonograph etc.

5. Metrics are important but make sure you are not measuring the wrong thing for example do not create your main metrics as sales number. It should be consistent with the problem you selected earlier. Success and Failure both should be analyzed to avoid biases. Author gives an example of his own previous company and shows the entire process. An eye opener!

6. The business market scenario is so unpredictable that you need to keep changing tactics. There is no use of sticking to a single strategy and tactics (although one of them can be fixed).

7. So if the future is unpredictable, making multiple plans makes sense and some of the very successful business leaders juggle with multiple tactics and strategies at the same time to make sure that they do not miss out of the one that works.

8. There is a good example of how Walmart adapted by changing various tactics while keeping the strategy same and how Apple used different strategy using the same tactics

This seems to be a well researched book and it should be in the business bestseller lists.
Faegal
David Kord Murray, a consultant and former aerospace engineer, has written an excellent book focusing on the importance of being flexible when developing a business strategy. Murray refers to this flexibility as "adaptive management," and writes, "Businesses must make the strategic planning process part of the implementation process, so that business plans can adapt to the environment." Indeed, surprisingly, strategies are often treated as a separate from the implementation process, which results in an "ivory tower" view of strategists. Perhaps one of the best examples that counters this, as Murray writes, is the Allied planning of the D-Day invasion. The military strategists adeptly identified the reasonably foreseeable obstacles that could undermine their Plan A, and factored in Plan B countermeasures as part of the overall strategy.

Murray's writing is clear and the book is well organized and includes the following discussions...
- Conceiving the Grand Strategy
- Choosing Your Problems
- Making a Tactical Inventory
- Selecting Your Battlefield
- Aligning Strategy and Tactics
- Setting Goals
- Writing Plan A
- Forecasting Multiple Futures
- Metrics
- Evolving to Plan B

Murray skillfully weaves useful examples throughout the discussions, and does a good job of explaining the fundamental concepts of developing a strategy. Some of the useful items I took away include...
- An adaptive manager always expands the inventory of tactics
- Great strategic thinkers are always great tactical thinkers (I take that to mean that they're closely involved with the implementation).
- Financial metrics are NOT strategic metrics. Strategic metrics are customer focused.

This is an well written, entertaining and practical book...highly recommended.
Beahelm
I believe most business owners and leaders are frustrated ... and embarrassed ... they don't have a written strategic plan. Most businesses don't have Plan A, much less a Plan B.

The principles and processes in this book confirmed the validity of the 1-page strategic plan template I created at [...]

My biggest take-a-way from author David Kord Murray is a set of 4 questions I created after reading the book. I plan to ask myself and my clients these questions when defining a new growth strategy:

1. Should I use an Old Tactic to solve a New Problem? Intel did this successfully when they used their old manufacturing processes to create new micro processors instead of old memory chips.

2. Should I use new tactics to solve an old problem? Cirque du Soleil created new tactics to make the old concept of circus a vibrant business.

3. Should I use old tactics to solve old problems? H&R Block tried and failed using their old tactics to solve the old problem of investment services at their store front offices.

4. Should I use new tactics to solve a new problem? This may be the most challenging strategy but can be very lucrative. An example is Facebook.