Chapter 2: True Professionalism

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This chapter explains that strategy does not exhibit any of the features that you would expect of a true “profession”. It  has no standard vocabulary (we don’t know what “competitive advantage” is, and can’t even define the “performance” strategy is supposed to deliver). There are no proven cause-effect relationships, so even if we knew what performance was, we don’t know where it comes from – companies triumph in appallingly tough markets and mess up in easy ones. There is no ...

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