The Hardball Manifesto “Time has come to rebalance the hard and the soft” • Softball players that have survived until now— e.g. most airlines. The Hardball Manifesto. This Perspective is adapted from the authors’ new book, Hardball: Are You Playing to Play or. Playing to Win? (Harvard Business. Download Citation on ResearchGate | The Hardball Manifesto | This chapter focuses on the risk-taking attitude of companies and the leaders. When companies.

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The Best Books of Manifestp is the author of Competing Against Time, the classic work on time-based competition. With more and more people doing business in other countries – it’s always nice ahrdball keep an eye as to what business leaders are reading.

We’ll publish them on our site once we’ve reviewed them. Preorder The Age of Agile from Amazon. Steve Denning consults and gives workshops and keynote presentations on topics that include: They enjoye bare-knuckle boxing and using fakery to deceive their opponents. Visit our Beautiful Books page and find lovely books for kids, photography lovers and more.

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I’d like to thank Jack and Todd for hosting Hardball. The playbook won’t do you any good if you feel squeamish about using it. Hardball is an intelligent and textured primer. We can notify you when this item is back in stock.

Hardball : Are You Playing to Play or Playing to Win?

This much is self-evident, although Stalk and Lachenauer deliver this simple message with so much sound and fury and false dichotomies hafdball one might miss the nature of the argument that they are putting forward. While there are countless ways to play hardball, a handful of classic strategies are effective in generating competitive advantage.

Devastate rivals’ profit sanctuaries, plagiarize with pride, deceive the competition, unleash massive and overwhelming force, and raise competitors’ costs. But hardball isn’t only about the moves you make. The first haardball is “to relearn the fundamental behaviors of winning” on the assumption that managers have forgotten the behaviors of winning.


Description Great companies stumble and fall when they lose it. How to write a great review Do Say what you liked best and least Describe the author’s style Explain the rating you gave Don’t Use rude and profane language Include any personal information Mention spoilers or the book’s price Recap the plot. How Toyota Became 1. They pick their shots, seek out competitive encounters, set the pace of innovation, and test the edges of the possible. According to Stalk and Lachenauer, “management thinking has gone soft, with its emphasis on squishy things like corporate culture and the hardball of customers.

A clear-eyed paean to the timeless strategies that have driven the world’s winning companies, Hardball Strategy redefines and reinterprets the meaning of competition for a new generation of business players. At Kobo, we try to ensure that published reviews do not contain rude or profane language, spoilers, or any of our reviewer’s personal information.

Start-ups shut down if they can’t develop it. Instead they offer the playbook for a dog-eat-dog world This confusion is accentuated by the fact that the authors themselves, George Stalk, Jr. It’s also about the attitude you bring to them.

The authors lay out a “hardball manifesto” with all the revolutionary fervor that Karl Marx launched his Communist Manifesto years ago.

Highfliers crash when a competitor notices they don’t have it. They “enjoy watching their competitors squirm”. OK, I got everything worked out. Stalk and Lachenauer’s theory might perhaps be workable in 19th century Russia, but even there, we should remember that the tsar ended up being executed. Based on 25 years of experience advising and observing a range of companies, the authors argue that hardball competitors can gain extreme competitive advantage–neutralizing, marginalizing, or even destroying competitors–without violating their contracts with customers or employees and without breaking the rules.

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The mean-spirited, ruthless, adversarial manager so heavily praised by Stalk and Lachenauer is fortunately almost extinct in the yearand their article is deluded in thinking that the world would be a better place if he were to be resurrected. Instead the world is populated mainly by animals that spend a lot of their time collaborating.


They are “willing to hurt their rivals”. Guerrilla Marketing for a Bulletproof Career. Based on 25 years of experience advising and observing a range of companies, the authors argue that hardball competitors can gain extreme competitive advantage–neutralizing, marginalizing, or harrdball destroying competitors–without violating their contracts with customers or employees and without breaking the rules.

You can read this item using any of the following Kobo apps and devices: Hardballl false dichotomy of hardball and softball players According to Stalk and Lachenauer, the world of organizations can be divided into two types: You can contact Steve at steve stevedenning. They play to play. Yet in another sense, the article is so comically macho in tone and so cynically disparaging of any behavior that is not ruthlessly adversarial, an inattentive reader might get the impression that the article is arguing the story is unimportant and might miss the fact that the authors are in effect arguing that some stories are more powerful than others.

1. The Hardball Manifesto – Hardball: Are You Playing to Play or Playing to Win? [Book]

The false dichotomy between hardball and softball management theory The false dichotomy among hardball and softball organizations is matched by a similar distinction between hardball and softball “management science”: The sensible aspects of the hardball strategy What is undeniable is that better strategic ideas are likely to win out over worse strategic ideas. According to Stalk and Lachenauer, a softball management approach is a discourse around a constellation of squishy issues—leadership, corporate culture, customer care, knowledge management, talent management, employee empowerment, and the like—has encouraged the making of softball players.

Stalk and Lachenauer appear to miss that no company is consistently and aggressively adversarial in everything it does — certainly not Toyota, Dell or Wal-Mart. Continue shopping Checkout Continue shopping. Instead of running smart and hard, they seem almost to be standing around and watching. To quote Roger Lowenstein: