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.