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While scores of strategic management books have been written, many
books fail to take into consideration the influences that shape and
constrain managers' ability to formulate and execute well-thought
out strategies. Demystifying Your Business Strategy acknowledges
and harnesses those influences, providing practitioners with a
helpful new approach to developing and maintaining a competitive
advantage. In this book, David Lei and John W. Slocum offer readers
a comprehensive overview of the drivers of evolutionary advantage,
recognizing that sources of competitive advantage for any
organization will necessarily shift and evolve in response to
changes in the industry environment. Demystifying Your Business
Strategy also offers practical insights on how to spot "inflection
points" of strategic transition and identify signals that indicate
when an organization needs to develop a new source of competitive
advantage. With in-depth discussion of the four different types of
business strategies that many firms pursue and the strategic
disciplines that support them, this book can provide significant
insight and direction to managers at all levels within an
organization.
While scores of strategic management books have been written, many
books fail to take into consideration the influences that shape and
constrain managers' ability to formulate and execute well-thought
out strategies. Demystifying Your Business Strategy acknowledges
and harnesses those influences, providing practitioners with a
helpful new approach to developing and maintaining a competitive
advantage. In this book, David Lei and John W. Slocum offer readers
a comprehensive overview of the drivers of evolutionary advantage,
recognizing that sources of competitive advantage for any
organization will necessarily shift and evolve in response to
changes in the industry environment. Demystifying Your Business
Strategy also offers practical insights on how to spot "inflection
points" of strategic transition and identify signals that indicate
when an organization needs to develop a new source of competitive
advantage. With in-depth discussion of the four different types of
business strategies that many firms pursue and the strategic
disciplines that support them, this book can provide significant
insight and direction to managers at all levels within an
organization.
Go beyond the basics and build complete applications using the open
source Golang or just Go programming language by Google. The
applications in this book include a Go-based game application, REST
image, a cloud application, a User Interface (IU), a Blockchain and
more. Each chapter will be organized in the following
format: what this kind of application looks like; requirements and
user stories of our example program; an introduction to the Go
libraries or frameworks used; the actual implementation of the
example program, including common pitfalls and their solutions. Go
Crazy will open your eyes to the world of practical applications
for Go. After reading the book, you will be able to apply your
Golang knowledge to build your own projects. Freely
available source code will be available on this book's Apress
GitHub page. What You Will Learn Get an overview or refesher of the
Golang in order to build projects Design a 2D game with Go Develop
a Go-based cloud application Build a Go blockchain app Create a UI
and more Who This Book Is For This book is for Go programmers or
programmers in general with at least some prior experience with Go.
A century ago Frederick Lanchester formulated a mathematical model
of combat which suggested that the combat power of a military force
was proportional to the product of the individual effectiveness of
the units in the force and the square of the number of units
deployed. This model reinforced a long-established faith in the
importance of superior numbers. However, successive historical
studies failed to identify any clear relationship between the
numbers and losses in opposing forces. This Element analyses
American Civil War battles, and shows that the ratio of losses
incurred was inversely proportional to the ratio of numbers
effectively engaged. This result demonstrates that the numbers of
fighting units in a military force are less important than the
ability of those units to get into action and inflict losses on the
enemy. This result demonstrates the limitations of the Square Law,
and should prevent it from being applied indiscriminately.
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