总体来说就是：定目标、搭班子、带队伍。 （也不知道伟尔奇和杨元庆谁抄谁的） 以下为概述： 1 制定一个详细、现实、简洁的具备足够优势的目标(aha) 2 在合适的位置用合适的人 3 不遗余力的执行。 这里伟尔奇用了一个词叫做："A big Aha"，我找美国同事揭示了一下 ------------------解释如下------------------ an "aha" is the sound someone makes when they understand something or see it fully. Similar in meaning to "I see". "A big aha" is a revelation or significant revealing moment ------------------------------------------------------------ I m going to describe how to do strategy in three steps. Over my career, this aproach worked incredibly well across varied businesses and industries, in upturns and downturns, and in competitive situations from Mexico to Japan. Who knows maybe its simplicity was part of its success.
第一步： First, come up with a big aha for your business—a smart, realistic, relatively fast way to gain sustainable competitive advantage. I don’t know any better way to come up with this big aha than by answering a set of questions I have long called the Five Slides, because each set fits roughly onto one page. This assessment process should take a group of informed people somewhere between a couple of days and a month
第二步： Second, put the right people in the right jobs to drive the big aha forward. This may sound generic; it's not. To drive your big aha forward, you need to match certain kinds of people with commodity businesses and a different type entirely with high-value-added businesses. I don't like to pigeonhole, but the fact is, you get a lot more bang for your buck when strategy and skills fit
第三步： Third, relentlessly seek out the best practices to achieve your big aha, whether inside or out, adapt them, and continually improve them. Strategy is unleashed when you have a learning organization where people thirst to do everything better every day. They draw on best practices from anywhere, and push them to ever-higher levels of effectiveness. You can have the best big aha in the world, but without this learning culture in place, any sustainable competitive advantage will not last
结语：Strategy, then, is simply finding the big aha and setting a broad direction, putting the right people behind it, and then exe-cuting with an unyielding emphasis on continual improvement.
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