Richard Rumelt opens by critiquing much purported organizational 'strategy' as actually consisting of vague, inspirational statements lacking genuine analytical substance or actionable direction — what he terms 'bad strategy.'

Why this critique matters for understanding genuine strategy:

• Many organizations produce strategy documents filled with inspirational but ultimately empty language, mistaking this for genuine strategic thinking
• This 'bad strategy' pattern, while common, fails to provide the genuine analytical foundation and clear direction that actual strategic thinking requires
• Rumelt's critique establishes the book's central project: clearly distinguishing genuine, substantive strategy from this common but ultimately empty alternative

This opening establishes the book's foundational critique, motivating its subsequent detailed examination of what genuinely constitutes good strategy versus common but substantively empty alternatives.