Master data analysis, modeling and the effective use of spreadsheets with the popular BUSINESS ANALYTICS: DATA ANALYSIS AND DECISION MAKING, 7E. The quantitative methods approach in this edition helps you maximize your success with a proven teach-by-example presentation, inviting writing style and complete integration of the latest version of Excel. The approach is also compatible with earlier versions of Excel for your convenience. This edition is more data-oriented than ever before with a new chapter on the two main Power BI tools in Excel -- Power Query and Power Pivot -- and a new section of data visualization with Tableau Public. Current problems and cases demonstrate the importance of the concepts you are learning. In addition, a useful Companion Website provides data and solutions files, SolverTable for optimization sensitivity analysis and Palisade DecisionTools Suite. MindTap online resources are also available.

Crisis Leadership examines the challenges faced by leaders at each stage of the crisis 'lifecycle', and offers a unique insight into the lessons learned by people in the most challenging of situations. Anyone in a leadership position is only too aware that we live in uncertain times: disaster can strike any business, at any time, and usually without warning. Public institutions, too, face a range of threats - from global recession, resurgent terrorism and a stream of appalling natural disasters. For leaders in such organisations, these crisis situations can present both opportunities and threats. How they lead through such challenging times will propel their careers to new heights - or destroy them completely. Crisis Leadership examines the challenges faced by leaders at each stage of the crisis 'lifecycle', from the instant they learn of the crisis, through to moments of critical decision-making and the final tumultuous days. Tim Johnson offers a unique insight into the lessons learned by people in the most challenging of situations. Blended with operational guidance from the author's extensive experience in crisis management, Crisis Leadership provides an overview of the crisis 'lifecycle', to ensure that readers will come away from this book with a deeper appreciation of the critical nature of each key stage and the leadership challenges they bring - from the first signs of an emerging crisis to dealing with the long-term consequences they can create.

The local levels of economies have felt the impact of technological change and globalization. These forces have triggered the need to understand the dynamic mechanisms that enable locales to respond to such changes. For example, the downsizing of traditional employers because of a major loss in market share due to new competitors, acquisition by global firms, or off-shoring of production or services was traditionally thought to be beyond the scope of powers of local policy makers, thinkers, and business leaders. In the world of practice, those concerned about the economic performance of place-city, region or state-are increasingly focused on how to adapt to these trends and leverage their existing resources to respond to these global challenges as a positive opportunity. The Oxford Handbook of Local Competitiveness brings together some of the leading minds in the fields of business, economics, and the social sciences to identify, articulate, and analyze what influences and shapes local competitiveness and what places can do to enhance their economic performance. The contributors to the Handbook provide a body of systematic analyses suggesting that the local context is a critical element of the forces that shape competitiveness. The challenges to generate and sustain economic performance vary across places, and the factors and conditions that either enhance or impede competiveness also are place-specific. Finally, the characteristics and nature of what constitutes success also vary across places. This Handbook is essential reading material for academics in the fields of economics and public policy, as well as business leaders who hope to gain a more in-depth understanding of their field. Informative and intellectually rigorous, The Oxford Handbook of Local Competitiveness is the definitive volume of scholarly analysis regarding the relationship between place and economic competition.

It is not easy to summarize -even in a volume -the results of a scientific study con ducted by circa 30 researchers, in four different research institutions, though cooperating between them and jointly with the International Institute for Applied Systems Analysis, but working part-time, sponsored not only by IIASA's national currency funds, but also by several other research grants in Poland. The aims of this cooperative study were de fined broadly by its title Theory, Software and Testing Examples for Decision Support Systems. The focusing theme was the methodology of decision analysis and support related to the principle of reference point optimization (developed by the editors of this volume and called also variously: aspiration-led decision support, quasi-satisfying framework of rationality, DIDAS methodology etc. ). This focusing theme motivated extensive theoretical research - from basic methodological issues of decision analysis, through various results in mathematical programming (in the fields of large scale and stochastic optimization, nondifferentiable optimization, cooperative game theory) mo tivated and needed because of this theme, through methodological issues related to software development to issues resulting from testing and applications. We could not include in this volume all papers -theoretical, methodological, appiied, software manu als and documentation -written during this cooperative study."

NEW from the bestselling HBR's 10 Must Reads series. Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: * Boost team performance through mutual accountability * Motivate large, diverse groups to tackle complex projects * Increase your teams' emotional intelligence * Prevent decision deadlock * Extract results from a bunch of touchy superstars * Fight constructively with top-management colleagues Looking for more Must Read articles from Harvard Business Review? Check out these titles in the popular series: HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads on Communication HBR's 10 Must Reads on Collaboration HBR's 10 Must Reads on Innovation HBR's 10 Must Reads on Leadership HBR's 10 Must Reads on Making Smart Decisions HBR's 10 Must Reads on Managing Yourself HBR's 10 Must Reads on Strategic Marketing

Bernard ROY Professor, University of Paris-Dauphine Director of LAMSADE 11 is not unusual for a dozen or so loosely related working papers to be published in book form as the natural outgrowth of a scientific gathering. Although many a volu- me of collected papers has come into point in this way, the homogeneity of the arti- cles included will often be more apparent than real. As the reader will quickly ob- serve, such is not the case with the present volume. As one can judge from its ti- tle, 1t is in fact an outcome of an ed~torial project by J. Kacprzyk and M. Roubens. T~ey asked contributing authors to submit recent works which would examine. within a non-traditional theoretical framework, preference analysis and preference modeliing 1n a fuzzy context oriented towards decision aid. The articles by J.P. Ooignon, B. Monjardet, T. Tanino and Ph. Vincke empnasize the analysis of oreference structures, mainly in the presence of incomparability. In- transitivlty, thresholds and, more generally, inaccurate determination. Considera- ble attention is devoted to the analysis of efficient and non-dominated (in Pareto's sense of the term) decisions in the four papers presented by S. Ovchinnikov and M.

The completion of this thesis gives me feelings of satisfaction and thankfulness. Satisfaction because its results appear to be worthwile and relevant, and thankfulness towards so many persons who contributed to the progress of the work. The project "Analysis of multilevel decisions" was granted by the common research pool of Tilburg University and Eindhoven University of Techno- logy (Samenwerkingsorgaan Brabantse Universiteiten). During the 4-year lead time, the Department of Econometrics of Tilburg University provided not only a single room but also a pleasant and inspiring environment, for which I am very grateful. The research itself, particularly the inevitable scientific struggles, was perfectly coached by my promotors, Prof. Dr. P.A. Verheyen and Prof. Dr. J.F. Benders. I cannot give even the slightest description of the unique way in which they managed to do this. In all criticism they succeeded to maintain a positive, and thus stimulating, working atmosphere. The work also benefited from the suggestions gi ven by Prof. Dr. Th.M.A. Bemelmans, Prof. Dr. J.P.C. Kleijnen, Prof. Dr. P.H.M. Ruys and Prof. Dr. A. Schrijver. Furthermore I am indebted to Dr. Adam Wofniak (Warsaw University of Technology), who made me participate in his multi- level experience and critically commented on an earlier draft of the thesis.

This monograph is intended for an advanced undergraduate or graduate course of engineering and management science. as well as for persons in business. industry. military or in any field. who want an introductory and a capsule look into the methods of group decision making under multiple criteria. This is a sequel to our previous works entitled "Multiple Objective Decision Making--Methods and Applications (No. 164 of the Lecture Notes). and "Multiple Attribute Decision Making--Methods and Applications (No. 186 of the Lecture Notes). Moving from a single decision maker (the consideration of Lecture Notes 164 and 186) to a multiple decision maker setting introduces a great deal of complexity into the analysis. The problem is no longer the selection of the most preferred alternative among the nondominated solutions according to one individual's (single decision maker's) preference structure. The analysis is extended to account for the conflicts among different interest groups who have different objectives. goals. and so forth. Group decision making under multiple criteria includes such diverse and interconnected fields as preference analysis. utility theory. social choice theory. committee decision theory. theory of voting. game theory. expert evaluation analysis. aggregation of qualitative factors. economic equilibrium theory. etc; these are simplified and systematically classified for beginners. This work is to provide readers with a capsule look into the existing methods. their characteristics. and applicability in the complexity of group decision making.

Much of the work in this volume was supported by the National Science Foundation under Grant SES82-05112 from the Program in History and Philosophy of Science and the Division of Policy Research and Analysis. (Any opinions, findings, conclusions, or recommendations expressed in this publication are those of the author and do not necessarily reflect the views of the National Science Foundation. ) Several of these essays were written because of the impetus afforded by speaking invitations. An earlier version of Chapter 3 was presented in Berkeley in January 1983 at a Principal Investi gators' Conference sponsored by the National Science Foundation, Division of Policy Research and Analysis, Technology Assessment and Risk Assessment Group. In May 1982, an earlier version of Chapter 5 was presented at the meeting of the Society for Philos ophy and Technology, held in conjunction with the American Philosophical Association meeting, Western Division, in Columbus, Ohio. Finally, earlier versions of Chapter 6 were presented in Boston in December 1981 at the Boston Colloquium for the Philosophy of Science, as well as at the University of Delaware in January 1982 and at the Biennial Meeting of the Philosophy of Science Association held in Philadelphia in October 1982. An earlier version of this same chapter was published in Philosophy of Science Association 82, volume 1, ed. T. Nickles, Philosophy of Science Association, East Lansing, Michigan, 1982. A number of people have helped to make this book better than it might have been."

When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In "Blind Spots," leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. From the collapse of Enron and corruption in the tobacco industry, to sales of the defective Ford Pinto, the downfall of Bernard Madoff, and the Challenger space shuttle disaster, the authors investigate the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be.

Explaining why traditional approaches to ethics don't work, the book considers how blind spots like ethical fading--the removal of ethics from the decision--making process--have led to tragedies and scandals such as the "Challenger" space shuttle disaster, steroid use in Major League Baseball, the crash in the financial markets, and the energy crisis. The authors demonstrate how ethical standards shift, how we neglect to notice and act on the unethical behavior of others, and how compliance initiatives can actually promote unethical behavior. They argue that scandals will continue to emerge unless such approaches take into account the psychology of individuals faced with ethical dilemmas. Distinguishing our "should self" (the person who knows what is correct) from our "want self" (the person who ends up making decisions), the authors point out ethical sinkholes that create questionable actions.

Suggesting innovative individual and group tactics for improving human judgment, "Blind Spots" shows us how to secure a place for ethics in our workplaces, institutions, and daily lives.

The Fourth International MCDM Conference follows a tradition that began with an exploratory gathering at the University of South Carolina in 1973. The First International Conference was held in Jouy-en-Josas in 1975. The second and third were held in Buffalo (1977) and KOnigswinter (1979). We are grateful to the Office of Naval Research for years of advice and funding, and to Springer-Verlag for providing a widely dispersed series of proceedings volumes. In the case of the Delaware Conference we gratefully acknowledge new support from the corporate sector, coordinated by the University of Delaware's Development Office. Now that I have attended to the formal recognitions, I wish to place my recollection of the human side of the conference into the record. This is justi fiable because multiple criteria problem solving has been nurtured by a close-knit group of people whose interactions are not fully captured by the standard journal format. This was the conference in which an animated discussion between Dave, Bell and Paul Schoemaker caused Mathilde Stephenson to stand up and say, "Don't stop it; this is the best part of the conference. " Another sort of moment occurred when Lucas Pun was asked to explain a certain Chinese character in one of his transpar encies. He replied, "No alcohol allowed. " From Erick Duesing, speaking with an historical perspective, we had the insight that multiple criteria methods lan guished because "McCarthyism had made planning suspect."

"Libby and Detrick have compiled their extensive knowledge of the real issues that face our nonprofit sector to help students glean important lessons from each case. It is refreshing to have such a tool to assist in the education of our future nonprofit leaders." -Emma A. Powell, Western Michigan University Case Studies in Nonprofit Management by Pat Libby and Laura Deitrick consists of original cases that are designed to teach students how to think critically, hone their decision-making skills, and learn to apply leadership and management principles that are essential for any nonprofit professional. These case studies illustrate the multifaceted nature of the nonprofit management sector and bring concepts like nonprofit leadership, risk management, advocacy, and grant making to life.

Good leaders walk a tightrope between doing and daring - often in the glare of the public spotlight. In Leadership in the Headlines, Andrew Hill, the award-winning Management Editor of the Financial Times, shares his insider insights into the who's and how's of effective leadership. Packed with practical lessons, this book divides the best of Andrew's wry and insightful columns into eight 'acts' of leadership, with new commentary enhancing each one. Whether you're new to Andrew Hill's columns or a loyal reader, you'll gain fresh perspectives on the tough job of leading and take away tips about how to refine your own management skills.

The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness'why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

• Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
• The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
• A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
• The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

* Instant Wall Street Journal bestseller * Translated into 18 languages * #1 Most Recommended Book of the year (Bloomberg annual survey of CEOs and entrepreneurs) * An Bloomberg, Financial Times, Forbes, Inc., Newsweek, Strategy + Business, Tech Crunch, Washington Post Best Business Book of the year * Recommended by Bill Gates, Daniel Kahneman, Malcolm Gladwell, Dan Pink, Adam Grant, Susan Cain, Sid Mukherjee, Tim Ferriss Why do good teams kill great ideas? Loonshots reveals a surprising new way of thinking about the mysteries of group behavior that challenges everything we thought we knew about nurturing radical breakthroughs. Safi Bahcall, a physicist and entrepreneur, shows why teams, companies, or any group with a mission will suddenly change from embracing new ideas to rejecting them, just as flowing water will suddenly change into brittle ice. Mountains of print have been written about culture. Loonshots identifies the small shifts in structure that control this transition, the same way that temperature controls the change from water to ice. Using examples that range from the spread of fires in forests to the hunt for terrorists online, and stories of thieves and geniuses and kings, Bahcall shows how a new kind of science can help us become the initiators, rather than the victims, of innovative surprise. Over the past decade, researchers have been applying the tools and techniques of this new science--the science of phase transitions--to understand how birds flock, fish swim, brains work, people vote, diseases erupt, and ecosystems collapse. Loonshots is the first to apply this science to the spread of breakthrough ideas. Bahcall distills these insights into practical lessons creatives, entrepreneurs, and visionaries can use to change our world. Along the way, readers will learn how chickens saved millions of lives, what James Bond and Lipitor have in common, what the movie The Imitation Game got wrong about World War II, and what really killed Pan Am, Polaroid, and the Qing Dynasty. "If The Da Vinci Code and Freakonomics had a child together, it would be called Loonshots." --Senator Bob Kerrey

A surprisingly simple approach to help everyday people become everyday innovators. The pressure to generate big ideas can feel overwhelming. We know that bold innovations are critical in these disruptive and competitive times, but when it comes to breakthrough thinking, we often freeze up. Instead of shooting for a $10-billion payday or a Nobel Prize, the most prolific innovators focus on Big Little Breakthroughs-small creative acts that unlock massive rewards over time. By cultivating daily micro-innovations, individuals and organizations are better equipped to tackle tough challenges and seize transformational opportunities. How did a convicted drug dealer launch and scale a massively successful fitness company? What core mindset drove LEGO to become the largest toy company in the world? How did a Pakistani couple challenge the global athletic shoe industry? What simple habits led Lady Gaga, Banksy, and Lin-Manuel Miranda to their remarkable success? Big Little Breakthroughs isn't just for propeller-head inventors, fancy-pants CEOs, or hoodie-donning tech billionaires. Rather, it's a surpassingly simple system to help everyday people become everyday innovators.

Personnel Management is a business function and business is a value-adding activity. A business, be it agriculture, manufacturing, mining, trading, or any other activity, is a process of conversion for the purpose of satisfying human needs and thereby adding value. Such conversion takes various forms. It may be in terms of quantity, quality, time, or space. All such conversions are done primarily through human effort. Therefore, the need for personnel management arose since the time business activities required organized application of human effort. The history of personnel management is thus very old. Incidentally, persons are generally averse to physical and repetitive work. It had, therefore, been a challenge for those managing other people to get the work done by them when it was not inspiring in terms of work content or remuneration. This book, in a historical perspective, explains how the personnel managers handled the challenge in different ages, and how the evolving socio-economic environment influenced their approaches and actions. A lot has changed in terms of personnel management over the years. With economic liberalization, personnel management is no longer a job of managing persons. This book also covers the larger activities of organizational management and beyond. In the days to come, personnel managers will have to be messengers of social harmony and growth, and an embodiment of trust. And then they will be able to serve the organizations and their employees the best.

Getting what you want - even if you are the boss - isn't always easy. Almost every organization, big or small, works among a network of competing interests. Whether it's governments pushing through policies, companies trying to increase profits, or even families deciding where to move house, rarely can decisions be made in isolation from competing interests both within the organization and outside it. In this accessible and straightforward account, Hans de Bruijn and Ernst ten Heuvelhof cast light on multi-stakeholder decision-making. Using plain language, they reveal the nuts and bolts of decision-making within the numerous dilemmas and tensions at work. Drawing on a diverse range of illustrative examples throughout, their perceptive analysis examines how different interests can either support or block change, and the strategies available for managing a variety of stakeholders. The second edition of Management in Networks incorporates a wider spread of international cases, a new chapter giving an overview of different network types, and a new chapter looking at digital governance and the impact of big data on networks. This insightful text is invaluable reading for students of management and organizational studies, plus practitioners - or actors - operating in a range of contexts.

How "Aha " really happens.

When do you get your best ideas? You probably answer "At night," or "In the shower," or "Stuck in traffic." You get a flash of insight. Things come together in your mind. You connect the dots. You say to yourself, "Aha I see what to do." Brain science now reveals how these flashes of insight happen. It's a special form of intuition. We call it strategic intuition, because it gives you an idea for action-a strategy.

Brain science tells us there are three kinds of intuition: ordinary, expert, and strategic. Ordinary intuition is just a feeling, a gut instinct. Expert intuition is snap judgments, when you instantly recognize something familiar, the way a tennis pro knows where the ball will go from the arc and speed of the opponent's racket. (Malcolm Gladwell wrote about this kind of intuition in "Blink.") The third kind, strategic intuition, is not a vague feeling, like ordinary intuition. Strategic intuition is a clear thought. And it's not fast, like expert intuition. It's slow. That flash of insight you had last night might solve a problem that's been on your mind for a month. And it doesn't happen in familiar situations, like a tennis match. Strategic intuition works in new situations. That's when you need it most.

Everyone knows you need creative thinking, or entrepreneurial thinking, or innovative thinking, or strategic thinking to succeed in the modern world. All these kinds of thinking happen through flashes of insight--strategic intuition. And now that we know how it works, you can learn to do it better. That's what this book is about.

Over the past ten years, William Duggan has conducted pioneering research on strategic intuition and for the past three years has taught a popular course at Columbia Business School on the subject. He now gives us this eye-opening book that shows how strategic intuition lies at the heart of great achievements throughout human history: the scientific and computer revolutions, women's suffrage, the civil rights movement, modern art, microfinance in poor countries, and more. Considering the achievements of people and organizations, from Bill Gates to Google, Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same way about strategy again.

Three kinds of strategic ideas apply to human achievement:

* Strategic analysis, where you study the situation you face
* Strategic intuition, where you get a creative idea for what to do
* Strategic planning, where you work out the details of how to do it.

There is no shortage of books about strategic analysis and strategic planning. This new book by William Duggan is the first full treatment of strategic intuition. It's the missing piece of the strategy puzzle that makes essential reading for anyone interested in achieving more in any field of human endeavor.

Mathematical Modeling for Business Analytics is written for decision makers at all levels. This book presents the latest tools and techniques available to help in the decision process. The interpretation and explanation of the results are crucial to understanding the strengths and limitations of modeling. This book emphasizes and focuses on the aspects of constructing a useful model formulation, as well as building the skills required for decision analysis. The book also focuses on sensitivity analysis. The author encourages readers to formally think about solving problems by using a thorough process. Many scenarios and illustrative examples are provided to help solve problems. Each chapter is also comprehensively arranged so that readers gain an in-depth understanding of the subject which includes introductions, background information and analysis. Both undergraduate and graduate students taking methods courses in methods and discrete mathematical modeling courses will greatly benefit from using this book. Boasts many illustrative examples to help solve problems Provides many solutions for each chapter Emphasizes model formulation and helps create model building skills for decision analysis Provides the tools to support analysis and interpretation

How "Aha!" really happens. When do you get your best ideas? You probably answer "At night," or "In the shower," or "Stuck in traffic." You get a flash of insight. Things come together in your mind. You connect the dots. You say to yourself, "Aha! I see what to do." Brain science now reveals how these flashes of insight happen. It's a special form of intuition. We call it strategic intuition, because it gives you an idea for action-a strategy. Brain science tells us there are three kinds of intuition: ordinary, expert, and strategic. Ordinary intuition is just a feeling, a gut instinct. Expert intuition is snap judgments, when you instantly recognize something familiar, the way a tennis pro knows where the ball will go from the arc and speed of the opponent's racket. (Malcolm Gladwell wrote about this kind of intuition in Blink.) The third kind, strategic intuition, is not a vague feeling, like ordinary intuition. Strategic intuition is a clear thought. And it's not fast, like expert intuition. It's slow. That flash of insight you had last night might solve a problem that's been on your mind for a month. And it doesn't happen in familiar situations, like a tennis match. Strategic intuition works in new situations. That's when you need it most. Everyone knows you need creative thinking, or entrepreneurial thinking, or innovative thinking, or strategic thinking to succeed in the modern world. All these kinds of thinking happen through flashes of insight--strategic intuition. And now that we know how it works, you can learn to do it better. That's what this book is about. Over the past ten years, William Duggan has conducted pioneering research on strategic intuition and for the past three years has taught a popular course at Columbia Business School on the subject. He now gives us this eye-opening book that shows how strategic intuition lies at the heart of great achievements throughout human history: the scientific and computer revolutions, women's suffrage, the civil rights movement, modern art, microfinance in poor countries, and more. Considering the achievements of people and organizations, from Bill Gates to Google, Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same way about strategy again. Three kinds of strategic ideas apply to human achievement: * Strategic analysis, where you study the situation you face * Strategic intuition, where you get a creative idea for what to do * Strategic planning, where you work out the details of how to do it. There is no shortage of books about strategic analysis and strategic planning. This new book by William Duggan is the first full treatment of strategic intuition. It's the missing piece of the strategy puzzle that makes essential reading for anyone interested in achieving more in any field of human endeavor.