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"Your Spy Plane should become available in the meantime: Send it a short distance west of the visible water. You should expose the (Turret- and an AA Gun-guarded) Radar Dome complex. Send a Yak to hit the oil drums around the AA Gun, destroying it. Then hit the Turrets with MIGs. Impressive."
I'll say. Works so well it feels like the game designers planned it that way.
The previous review states the guide's major weaknesses- poor maps and limited multiplayer strategy coverage. The maps look like a child's scribbles with computer generated icons superimposed on them. However, they are useful in letting you know what areas are important for a particular mission, and what path you should follow in non-base "special" missions. Still, the guide probably would have been better with the maps left out.
As for the multiplayer advice, it is short but useful and to the point. A lot of it takes place in the chapters that deal with unit strategy.
Treat this guide as a RA walkthrough or encyclopedia. If you're obsessed about the game like I am, it's a great read.
The book was very dense reading, really an MBA text, and had some good case studies and methodology description.
Lot's of comment about the author's reputation and consulting gigs.
I was surprised to learn that the French had made so many very, highly, significant, and important contributions to strategic thinking.
The book is a valuable contribution to the literature of serious-really serious-strategic planners. It will be most appreciated by those who have a very strong scientific bent and are comfortable working with models. Godet's approach is considerably more rigorous than futures-thinking approaches applied in the United States, Canada, and the United Kingdom. The concept of the book is very long-range, evidenced by quotes like "the faster the car, the stronger the headlights must be" and "the longer a tree takes to grow, the earlier you have to plant it." English-speaking futurists tend to look more short-range and medium-range with more of an application of intuition mixed with scientific research.
Americans have become accustomed to engaging in quite a bit of internet research to gather information needed for evaluation, decision-making, and planning. Godet describes the internet as "a computerized dumpster," all the while acknowledging that one may still find gold in a dump.
This book is complex and slow reading. The content is "heavy." Nine chapters are followed by a bibliography and index. The first five chapters are titled How to Think About the Future Now, Why Do the Experts Get it Wrong, Hunting Down Cliches, How to be Rigorous with Scenario Planning, and Initiating the Entire Process. The balance of the book, save the last chapter on The Human Factor, consists of case studies.
Good marks for content. Marks off for not making the learning a bit easier to move through. If you're not a real pro-or aspiring pro-in strategic planning, save your time and money.
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Look for the tapes of Campbell's lectures instead!
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Unfortunately, the Barron's hasn't been updated in 3 years, so beware. Additionally, I found some typos in the exam sections which leave one vexed and pining for clarity. Finally, the index needs to be expanded so as to facilitate "quick searches." Nevertheless, the Barrons needs to be commended for packing in so much material into 300 pages.