The Crux: How Leaders Become Strategists by Richard Rumelt

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The Crux: How Leaders Become Strategists by Richard Rumelt

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‘The only book you’ll need as a strategist’ Dawn Farrell, president and CEO, TransAlta (2012-21)

The most important part of a leader’s job is to set in motion the actions today that will build a better future tomorrow – in other words, strategy. But how do leaders become strategists?

In this ground-breaking book, Richard Rumelt, the world’s leading authority on strategy, shows how finding the crux of a challenge is the essence of the strategist’s skill. The crux is the key issue where action will best pay off, and Rumelt reveals how to pinpoint it so you can focus energy on what really matters. Drawing on decades of professional and academic experience, and through vivid storytelling – from Elon Musk’s decision-making to Netflix’s journey – Rumelt illuminates how leaders can overcome obstacles, navigate uncertainty and determine the best path forward.

Strategy is not about setting financial targets, statements of desired outcomes, or performance goals, it is about finding the crux and taking decisive, coherent action

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‘The only book you’ll need as a strategist’ Dawn Farrell, president and CEO, TransAlta (2012-21)

The most important part of a leader’s job is to set in motion the actions today that will build a better future tomorrow – in other words, strategy. But how do leaders become strategists?

In this ground-breaking book, Richard Rumelt, the world’s leading authority on strategy, shows how finding the crux of a challenge is the essence of the strategist’s skill. The crux is the key issue where action will best pay off, and Rumelt reveals how to pinpoint it so you can focus energy on what really matters. Drawing on decades of professional and academic experience, and through vivid storytelling – from Elon Musk’s decision-making to Netflix’s journey – Rumelt illuminates how leaders can overcome obstacles, navigate uncertainty and determine the best path forward.

Strategy is not about setting financial targets, statements of desired outcomes, or performance goals, it is about finding the crux and taking decisive, coherent action

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