Most strategies fail because they are not actual strategies. Whilst a grandiose vision, a thorough business plan, or a list of ambitious sales targets each have their merits, calling such things “strategies” is hardly helpful. Rumelt illustrates that point with countless examples of organizations which failed to achieve the outcomes they sought particularly because they pursued too many disconnected activities at once, rather than following a coherent plan. To help us avoid that pitfall, he walks us through what makes “good” strategies good and how to build them.

Rumelt’s classic is a fantastic read, not only for product leaders but for anyone interested in thinking more strategically about politics, business, or life in general.