Every business should introduce new technologies to improve their performance? The only way to innovate is to think outside of the box? And obviously, having a Chief Strategy Officer is a guarantee of success. Really? The reality is that there are no magic recipes for success. If there were, every company would use them, and no single company would be outstanding. Business strategy is messy, requires hard graft and is difficult to get right. And yet the world of strategy is dominated by management consultants and business gurus making sweeping generalizations, oversimplifying business thinking and peddling their own unfounded ideas. But do these methods actually work? Myths of Strategy debunks thirty of these most common strategy sagas, cutting through consultant hyperbole and provide you with tried and test business ideas that will make your company more successful. About the Business Myths series... The Business Myths series tackles the falsehoods that pervade the business world. From leadership and management to social media, strategy and the workplace, these accessible books overturn out-of-date assumptions, skewer stereotypes and put oft-repeated slogans to the test. Entertaining and rigorously researched, these books will equip you with the insight and no-nonsense wisdom you need to succeed.

Approximately 4.7 million designated English language learners attend public schools (Office of English Language Acquisition, 2002). It is predicted that by the 2030s, English language learners will account for about 40 percent of the school-age population. Yet very few teachers have been trained to address the needs of these students, and the questions they ask are the same as they asked decades ago: Who are English language learners and what are effective ways for schooling them? What kind of educational program brings about the best results? What are sound practices for facilitating English language acquisition? How can English language learners have academic success in subject areas? How do we teach English language learners in our classrooms? - p. 5.

Kongjian Yu and his office Turenscape are beyond doubt the foremost landscape architecture practice in China today. The vast scale of China and her apparently boundless growth have enabled Yu to test many ideas that are still largely theories in the Western world. His work – increasingly valued and appreciated in Europe and North America - has attained an extremely high and elegant level in both conception and execution. Kongjian Yu is known for his ecological stance, often against the resistance of local authorities. His guiding design principles are the appreciation of the ordinary and a deep embracing of nature, even in its potentially destructive aspects, such as floods. Among his most acclaimed projects are Houtan Park for Shanghai Expo, the Red Ribbon Park in Qinhuangdao, and Shipyard Park in Zhongshan. This book explores Yu’s work in 11 essays by noted authors and documents 22 major projects extensively.

By consulting the work of well-known and obscure al-Qaeda theoreticians, Michael W. S. Ryan finds jihadist terrorism strategy has more in common with the principles of Maoist guerrilla warfare than mainstream Islam. Encouraging strategists and researchers to devote greater attention to jihadi ideas rather than jihadist military operations, Ryan builds an effective framework for analyzing al-Qaeda's plans against America and constructs a compelling counternarrative to the West's supposed "war on Islam." Ryan examines the Salafist roots of al-Qaeda ideology and the contributions of its most famous founders, Osama Bin Laden and Ayman al-Zawahiri, in a political-military context. He also reads the Arabic-language works of lesser known theoreticians who have played an instrumental role in framing al-Qaeda's so-called war of the oppressed. These authors readily cite the guerrilla strategies of Mao, Che Guevara, and the mastermind of the Vietnam War, General Giap. They also incorporate the arguments of American theorists writing on "fourth-generation warfare." Through these texts, readers experience events as insiders see them, and by concentrating on the activities and pronouncements of al-Qaeda's thought leaders, especially in Yemen, they discern the direct link between al-Qaeda's tactics and trends in anti-U.S. terrorism. Ryan shows al-Qaeda's political-military strategy to be a revolutionary and largely secular departure from the classic Muslim conception of jihad, adding invaluable dimensions to the operational, psychological, and informational strategies already deployed by America's military in the region.

Sri Rama entered into a strategic alliance with Sugriva to recover Sita from the captivity of Ravana. Sugriva did not have any option but Rama had; he could have entered into an alliance with Bali. By using Ansoff Matrix, a standard analytical tool in strategy making, it can be readily shown that it would have been the optimal strategy for Rama! Valmiki wanted to find out a Purushattama (a perfect man) and he described 18 qualities in him. How many do you have? Want to be a leader? Do you speak more and listen less or not at all? Change the habit. Rama listened and became victorious; Ravana did not, and was vanquished. Do you know what body language is? About 80 percent of our communication is non- verbal. . Learn how to interpret body language. The Rama-Bhivisana alliance took place on the strength of the study of the body language of Bhivisana by none other than Hanumanji. These are modern management concepts and tools, but were prevalent and practised thousands of years ago. Read this book, internalize the lessons, and go up in your professional life.

Coca-Cola. Harley-Davidson. Nike. Budweiser. Valued by customers more for what they symbolize than for what they do, products like these are more than brands--they are cultural icons. How do managers create brands that resonate so powerfully with consumers? Based on extensive historical analyses of some of America's most successful iconic brands, including ESPN, Mountain Dew, Volkswagen, Budweiser, and Harley-Davidson, this book presents the first systematic model to explain how brands become icons. Douglas B. Holt shows how iconic brands create "identity myths" that, through powerful symbolism, soothe collective anxieties resulting from acute social change. Holt warns that icons can't be built through conventional branding strategies, which focus on benefits, brand personalities, and emotional relationships. Instead, he calls for a deeper cultural perspective on traditional marketing themes like targeting, positioning, brand equity, and brand loyalty--and outlines a distinctive set of "cultural branding" principles that will radically alter how companies approach everything from marketing strategy to market research to hiring and training managers. Until now, Holt shows, even the most successful iconic brands have emerged more by intuition and serendipity than by design. With How Brands Become Icons, managers can leverage the principles behind some of the most successful brands of the last half-century to build their own iconic brands. Douglas B. Holt is associate professor of Marketing at Harvard Business School.

This book offers a dispassionate strategic examination of the Vietnam conflict that challenges the conventional wisdom that South Vietnam could not survive as an independent non-communist entity over the long term regardless of how the United States conducted its military- political effort in Indochina.

Is it really true that working longer hours makes you more successful? Do you really need to hide your emotions in order to gain respect as a manager? Does higher pay really always lead to higher performance? The world of management is blighted by fads, fiction and falsehoods. In Myths of Management, Cary Cooper and Stefan Stern take you on an entertaining journey through the most famous myths surrounding the much-written about topic of management. They debunk false assumptions, inject truth into over-simplifications and tackle damaging habits head-on. Fascinating insights from psychology, leadership theory and organizational behaviour provide you with a compelling and practical guide to avoid falling into the trap of cliché, misinformation and prejudice. This engaging read offers you authentic insights into the reality of work, drawn from extensive research and real-world business examples, to give you the essential knowledge you need to become a better manager. Whether cheesy, naïve or even destructive, management myths could be holding you back and stifling your team's potential. Myths of Management is the guide you need to become an enlightened manager.