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.

Author: Kazilabar Kaganris
Country: Canada
Language: English (Spanish)
Genre: Business
Published (Last): 8 November 2005
Pages: 326
PDF File Size: 13.65 Mb
ePub File Size: 19.42 Mb
ISBN: 380-7-42658-824-4
Downloads: 27589
Price: Free* [*Free Regsitration Required]
Uploader: Arashilkree

Check out the top books of the year on our page Best Books of How to write a great review. The sensible aspects of the hardball strategy What is undeniable is that better strategic ideas are likely to win out over worse strategic ideas.

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

Home Privacy Policy Site Map. Do you have what it takes to play hardball? Book ratings by Goodreads. Privacy Policy Terms of Use.

You can contact Steve at steve stevedenning. Maniifesto Hug Your Customers. Break From the Pack. Stalk and Lachenauer’s implicit concept of the manager: Indeed, the discourse around soft issues such as leadership, corporate culture, knowledge management, talent management, and employee empowerment has encouraged the making of softball players.

Invent A Brighter Future: Home Contact Us Help Free delivery worldwide. You should have your February issue of Fast Company now. Or, for that matter, what they are having their employees read. How to Be a Sales Superstar.


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

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. Best employed in bursts of ruthless intensity, these strategies are: Devastate rivals’ profit sanctuaries, plagiarize with pride, deceive the competition, unleash massive and overwhelming force, and raise competitors’ costs.

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. Would you like us to take another look at this review? The mean-spirited, ruthless, adversarial manager so heavily praised by Stalk and Lachenauer is fortunately hardvall extinct in the yearand their article is deluded in thinking that the world would be a better place if he were to be resurrected.

They don’t play to win; they play to play. Unlocking Yes – Revised Edition. 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 hqrdball encouraged the making of softball players.

Succeeding at Social Enterprise.

Hardball: Are You Playing to Play or Playing to Win? by John Butman, Rob Lachenauer, George Stalk

It results in more affordable products and services, as well as more satisfied customers. The false dichotomy ,anifesto hardball and softball players According to Stalk and Lachenauer, the world of organizations can be divided into two types: Highfliers crash when a competitor notices they don’t have it. Instead of running smart and hard, they seem almost to be standing around and watching. I believe that in recent years there has been way too much emphasis on the soft management issues, such as leadership and culture, governance, and not nearly enough focus on strategy.


April 7, The leading article in the Harvard Business Review mznifesto April praises hardball strategies — “five killer strategies for trouncing the competition”. The title should be at least 4 characters long. But hardball isn’t only about the moves you make. They “enjoy watching their competitors squirm”. 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.

Instead they offer the playbook for a dog-eat-dog world It makes competitors sweat. Instead of running–not scared, but smart–softball players seem almost to be standing around and watching.

Storytelling In The News: