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我以一场战争为例：

事实上，一个好战略远不只是督促我们朝目标前进。好战略可以坦诚地承认我们所面临的挑战，并找到克服它们的方法。挑战越巨大，一个好的战略就越能集中和协调资源，帮助企业在竞争中取胜或解决问题。

②好战略的核心是界定那些能解决问题的关键要素。拿特拉法加战役举例，关键要素就是阵型和经验，在这两个点着重投入就可能获得巨额回报。

The creeping spread of bad strategy affects us all. Heavy with goals and slogans, the national government has become less and less able to solve problems. Corporate boards sign off on strategic plans that are little more than wishful thinking. Our education system is rich with targets and standards, but poor in comprehending and countering the sources of underperformance. The only remedy is for us to demand more from those who lead. More than charisma and vision, we must demand good strategy.

挑战催生战略，而战略也正是要正面回应挑战。

可惜，好战略必然不是普遍现象，而是例外。

如果再仔细阅读作者关于战略和执行关系的阐述，你会发现他说的还是很模糊的。执行究竟是被战略指导，还是包含在好战略之中？“连贯行动”由谁来执行是不是也决定了战略本身的成败？这也正是广告策划中planning和creative出现界限模糊的原型情景。哈，无限元宝网页游戏私服，你很聪明的意识到了这点不是么？

*所谓势，应该是客观存在、可被主观利用的能量

The gap between good strategy and the jumble of things people label “strategy” has grown over the years. In 1966, when I first began to study business strategy, there were only three books on the subject and no articles. Today, my personal library shelves are fat with books about strategy. Consulting firms specialize in strategy, PhDs are granted in strategy, and there are countless articles on the subject.

也正是这场战役，为英国海军在接下来一个半世纪内的世界无敌奠定了基础。

1 本书作者对“战略”理解的关键之处

A leader’s most important responsibility is identifying the biggest challenges to forward progress and devising a coherent approach to overcoming them. In contexts ranging from corporate direction to national security, strategy matters. Yet we have become so accustomed to strategy as exhortation that we hardly blink an eye when a leader spouts slogans and announces high-sounding goals, calling the mixture a “strategy.” Here are four examples of this syndrome.

在战略管理领域的有本非常知名的书籍叫做《好战略，坏战略》（good strategy, bad strategy）。它的开篇引言部分总结了全书精华，我觉得很棒，有助于大家一窥战略之要义。遂翻译，并加上些自己的思考附在结尾，希望对你有益。

文末，我想说关于战略，我们要提防的事情是：随时随地发生的人的认知偏见，诸如甲方乙方对目标和机会的定义，诸如个人利益与组织利益的冲突等。

一位高管对我说，“我们有很详尽的战略，但执行中却存在巨大问题。我们几乎总是完不成我们自己设定的目标”。顺着我的逻辑来，你就明白为什么会出现这种抱怨。一个好战略包含了一系列连贯措施，这些措施并非“执行”细节，但却是战略的核心组件。那些无法制定合理且可行性强的连贯行动的战略是有缺陷的。

作为领导人，最重要的责任是确定前进道路上最大的挑战，并想出连贯一致的手段来克服这些挑战。不论是企业经营还是上升到国家安全，战略都至关重要。然而，大多数人早就习惯了那种“领导人滔滔不绝喊口号、把企业目标当做企业战略”的场景。

为了搞清楚战略的概念，我们先谈一个误区，“战略”和“战略性的”这两个词现在经常被模糊的用来指代那些高级领导们的决策。例如，在商业领域，大多数并购投资行为、重要客户的商业谈判、组织架构设计通常被认为是“战略性的”。

其实绝大多数人一直没有分清楚哪些是真正的战略，而哪些又是被人贴上“战略”标签的一系列乌七八糟的概念。在1966年，当我第一次开始学习商业战略时，市面上一篇相关的文章也没有，只有三本关于战略的书。而今天，我的书架堆满了关于战略的书。咨询公司专精于战略，战略也发展出了博士学位…而战略领域每天都在产生无数文章。

我以为除了运气的成分外，它们无一例外都是在总体劣势的情况下，发掘了局部（或者说关键节点上）上的优势。而这个局部优势vs劣势，就像杠杆一样撬动和颠覆了整个战局。局部优势并非自然发生，而是前期分析（得出敌我优劣之对比）和一系列人为运作（暗度陈仓式的掩盖和转移）的结果。

——END——

但更多的内容，并没有让我们对“战略”的理解更清晰。更确切地说，战略这个概念变得更像是万能胶式的包装术语，仿佛任何事物都可以加上战略让它们显得更高大上。对于商业、教育和政府的从业人士，“战略”这个词简直就是他们的口头禅。在各种高谈阔论中，他们将营销称作“营销战略”，将数据处理称作“IT战略”，将收购称为“增长战略”…如果企业要降低价格，一些观察家们会说这是你的“低价战略”。（摊手）

At the end of the Battle of Trafalgar, the French and Spanish lost twenty-two ships, two-thirds of their fleet. The British lost none. Nelson was mortally wounded, becoming, in death, Britain’s greatest naval hero. Britain’s naval dominance was ensured and remained unsurpassed for a century and a half.

4 翻译

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结语

OVERWHELMING OBSTACLES

③好战略不是目标设定，也不脱离执行。领导人设定鼓舞人心的目标并不是解决办法，这个很好理解；不能指导具体怎么执行的战略也不是好战略。

一个可以代表任何东西的概念已经失去其真正价值。要让一个概念拥有内涵，我们必须划定它的界限，指明它到底代表什么，不代表什么。

In 1805, England had a problem. Napoléon had conquered big chunks of Europe and planned the invasion of England. But to cross the Channel, he needed to wrest control of the sea away from the English. Off the southwest coast of Spain, the French and Spanish combined fleet of thirty-three ships met the smaller British fleet of twenty-seven ships.

通过诊断我们找到前进的关键障碍；指导方针则细化了如何解决这些障碍和挑战的方法。指导方针就像一个路标，它标出前进方向，但不会指出解决过程的细节；最后，连贯行动是贯彻指导方针且可行性强的协调手段、资源承诺和具体行动。

译者注：次贷危机后布什政府主要使用QE量化宽松政策，大概是通过美联储收购金融机构的有毒资产稳定情况，这同时也算对民众财富的一次“掠夺”。

那么战略究竟是什么？离我们遥不可及么？

这些决策与操作的意义很大，解除腹背受敌隐患和合兵都解决了曹操的致命劣势。如果致命劣势不填补，那么战只有败，不如不战。

To begin the journey toward clarity, it is helpful to recognize that the words “strategy” and “strategic” are often sloppily used to mark decisions made by the highest-level officials. For example, in business, most mergers and acquisitions, investments in expensive new facilities, negotiations with important suppliers and customers, and overall organizational design are normally considered to be “strategic.” However, when you speak of “strategy,” you should not be simply marking the pay grade of the decision maker. Rather, the term “strategy” should mean a cohesive response to an important challenge. Unlike a stand-alone decision or a goal, a strategy is a coherent set of analyses, concepts, policies, arguments, and actions that respond to a high-stakes challenge.

Bad strategy is more than just the absence of good strategy. Bad strategy has a life and logic of its own, a false edifice built on mistaken foundations. Bad strategy may actively avoid analyzing obstacles because a leader believes that negative thoughts get in the way. Leaders may create bad strategy by mistakenly treating strategy work as an exercise in goal setting rather than problem solving. Or they may avoid hard choices because they do not wish to offend anyone—generating a bad strategy that tries to cover all the bases rather than focus resources and actions.

来源：百闻不如怡见（ID:bwbryj123）

除了魅力和远见，我们还需要好战略。

那时海战的成熟战术是这样的：两支敌对舰队，面对面列成一排，然后彼此开火（看过加勒比海盗吧）。但英军指挥官，上将Nelson产生了一个战略洞见：他把英国舰队分成两列，命令他们以垂直角度冲向法国-西班牙舰队，并发动攻击。（这种战略下）领头的英国舰船实际上是冒着巨大风险的（容易被包夹击沉）。但Nelson判断，那些法国和西班牙的新兵蛋子（火枪手们）水平不行，没能力造成足够大的威胁。