“The Perils of bad strategy.” McKinsey Quarterly, (2011, 1): 30-39.
Bad strategy abounds. Senior executives who can spot it stand a much better chance of creating good strategies.
“Strategy in a structural break.” McKinsey Quarterly, (2009,1): 35-42.
During hard times, a structural break in the economy is an opportunity in disguise. To survive—and, eventually, to flourish—companies must learn to exploit it.
“Management lessons from the financial crisis: A conversation with Lowell Bryan and Richard Rumelt.” McKinsey Quarterly, (2009, 3): 61-67. Interviewer: Allen P. Webb.
Two business strategists discuss the nature of risk, the effectiveness of performance-measurement systems, and the difficulty of getting governance and incentives right.
“Strategy’s strategist: An interview with Richard Rumelt.” McKinsey Quarterly, (2007, 4): 56-67. Interviewers: Dan P. Lovallo and Lenny T. Mendonca
Richard Rumelt’s views on strategic planning, diversification and focus, and the role of the CEO.
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