Developing a Successful Subsidiary Strategy

Chapter 4What We Do: Analysing Our Charters

DOI: 10.4324/9781003425502-6

In his book Good Strategy, Bad Strategy: The Difference and Why It Matters,¹ Richard Rumelt, the renowned thinker on business strategy, rebuts the commonly held perception that strategy is centred around themes of organisational ambition, leadership, visioning and planning. While having an ambitious vision may be the mark of a charismatic leader and may be highly motivational for organisational stakeholders, unless this is grounded in a realistic analysis of the current environment and backed-up by achievable actions, this is not a strategy.

Rumelt asserts that “the core of strategy work is always the same: discovering the critical factors in a situation and designing ...