TRUE LIFE STRATEGYREACH THE RESTRICTED ZONEThose who succeed have the sense of the concrete, the "real life". It is the "absolute weapon" essential to success, notoriously in the new challenges of today's world.The personalities and managers who have, in real life, the meaning of the concrete, are extremely rare.99% are thus excluded from the forbidden zone, unable to break the famous glass ceiling above their head. Thinking that their theoretical background or experience is their greatest asset, where in reality it is their greatest impotence.TRUE LIFE STRATEGY is a new way of thinking that is totally disruptive in relation to the usual strategic and theoretical patterns.In this revolutionary book, on the contrary, you will learn from "real life" about powerful principles to gain access to performance and succeed in everything you do.EXTRACTS FROM THE BOOK"It's time for you to break the glass ceiling above your head""Rule 4: The 20% create 80% of the value ....... It is therefore crucial to fully work on this missing 20%. ""The 4 strategic approaches: Young, our strategic vision has not yet developed. More advanced in age, we become myopic, hyperopic, presbyopic, or even blind to the necessities of adaptation and change. "."Start all your sentences and questions by: How, what makes that? ""Of the 4 strategic views, it is the conceptual approach that creates the least value"."This is the story of the Pont d'Avignon ............ What was the bridge used for?""For the most learned among you, yes, the theories of the greatest theoreticians of our time, from Keynes to Porter, from SWOT matrices to competitive positions, from Kondratiev's cycles to those of Juglar, from the Gant diagram to that of Pert, from the EFQM model to the DPO, Direction by Objectives, have only slight pace compared to the strategy of the "real-life". They are at best useful techniques, passports with good management, but do not have the power and the motor skills to guarantee the real success. "SUMMARYChapter 1: From Theory to Real Life 3Chapter 2: Connection to the "real-life" 10Chapter 3: The 5 basic rules 21Chapter 4: The 4 Milestones - CADAC 28Chapter 5: The 4 strategic views - CGEC 34Chapter 6: The motivations diagram - BMAC 45Chapter 7: The paradoxical approach 62Chapter 8: FIFO Strategic Markets 66Chapter 9: The "Wheels" 72Chapter 10: Practical Case Study 76
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