Richard Rumelt’s The Perils of Bad Strategy talks about the value of a good strategy to an organisation (Apolloni, 2007). The article focuses on mistakes made by leaders when creating strategies for their respective companies (Barrick & Ryan, 2003). The author said that appropriate strategies could radically affect the future of the company (Bradford & Burke, 2005). The author provided the details on how to develop strategic plan to ensure the success of the organisation (Cartwright & Cooper, 2009). The author pointed out the hallmarks of bad strategy (Cummings & Worley, 2009). Rumelt pointed out the common mistakes in the creation of strategies (Griffin & Stacey, 2005). He contrasted it with the components of a good strategy (Gallos, 2006). Rumelt provide great insights with regards to identifying the reasons why leaders are prone to creating bad strategies (Thompson, Strickland, Peteraf, & Gamble, 2008). Nevertheless, there was not enough information given so that ordinary leaders can believe that they have what it takes to create good strategies (Huczynski & Buchanan, 2004). Summary Richard Rumelt made the assertion that the majority of companies and organisations around the world have leaders that cannot discern between good and bad strategy. Rumelt talks about the hallmark of bad strategy from a business and corporate strategy perspective. He went on to provide an outline on how to detect a bad strategy. He believes that if leaders learn to embrace this framework, they will know how to develop a good one. Rumelt said that the first hallmark of a poorly crafted strategy could be seen in the absence of certain critical information. Rumelt said that a bad strategy lacks the ability to pinpoint the root cause of poor performance. As a result, the strategy that was created was nothing more than a glorified statement on what the company hopes to accomplish. A bad strategy is something that does not enable the company to solve a particular difficulty. Rumelt also pointed out that leaders mistake goals for strategy. When leaders are unable to see the weakness and strength of their respective companies, there is nothing else to do except to motivate workers to accomplish a set of goals. Rumelt warned his audience about the negative influence created by different stakeholders trying to accomplish goals that were based on their selfish interests. He said that it is better to focus on a few important items rather than create a long list of things that workers have to accomplish in a given time period. Rumelt spoke against adding fluff, when leaders begin writing down their strategies. At the end, Rumelt provided the reason why a plethora of terrible business strategies abound in the world today. He went on to share the components of a good strategy. Rumelt said leaders must remember three things: 1) make a diagnosis of the problem; 2) develop a guiding policy; and 3) develop coherent actions. Critique It is important to acknowledge the limitation inherent in any type of media. Thus, the following is not a criticism but more of a lament against the inability of the author to write down all the things that he wanted to stay. The article leaves much to be desired with regards to the crafting of a good strategy. First of all, Rumelt