George C. Edwards III's Overreach: Leadership in the Obama Presidency PDF


By George C. Edwards III

Whilst Barack Obama grew to become president, many americans embraced him as a transformational chief who might essentially switch the politics and coverage of the rustic. but, years into his management, the general public resisted his demands help and Congress was once deadlocked over lots of his significant coverage proposals. How may this able new president have trouble reaching his ambitions? Did he lack tactical skills?

In Overreach, revered presidential student George Edwards argues that the matter used to be strategic, no longer tactical. He reveals that during President Obama's first years in place of work, Obama ruled at the premise that he might create possibilities for switch by way of persuading the general public and a few congressional Republicans to help his significant projects. for that reason, he proposed a wide, dear, and polarizing schedule in the course of a critical financial obstacle. The president's proposals alienated many americans and ended in a critical electoral defeat for the Democrats within the 2010 midterm elections, undermining his skill to control within the rest of his term.

Edwards exhibits that the president's frustrations have been predictable and the inevitable results of false impression the character of presidential energy. the writer demonstrates that the essence of profitable presidential management is spotting and exploiting current possibilities, now not in growing them via persuasion. while Obama succeeded in passing very important rules, it used to be by means of mobilizing Democrats who have been already predisposed to again him. therefore, to prevent overreaching, presidents might be alert to the constraints in their strength to cajole and conscientiously verify the probabilities for acquiring public and congressional aid of their environments.

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Extra info for Overreach: Leadership in the Obama Presidency

Sample text

For example, in IBM, a microprocessor is considered a product platform that can be leveraged across the distinct architectures of mainframes, mid-range servers, and workstations, just as Honda leverages a common engine across a passenger car and an SUV. The H Series Mainframe During the 1990s, IBM shifted through three distinct product line architectures; prior to this, the company’s product line architectures tended to last a decade or more. 8 Bipolar circuitry was at its core, making H series machines very large, energy intensive, and hard to cool.

BusinessWeek, December 28, 1992. 5. John Verity, “Guess What: IBM Is Losing Out in Mainframes, Too,” BusinessWeek, February 8, 1993. 6. By the turn of the millennium, IBM would be competing head to head with Sun, supplying drives to EMC, and competing with it on storage systems. IBM had also sold portions of its networking division to Cisco and was working in partnership with Cisco for the mainframe business. 7. Marc H. Meyer and Paul Mugge, “Make Platform Innovation Drive Business Growth,” Research Technology Management, January–February 2001, 25–39.

Sun’s, by comparison, ranged from $50,000 to $1 million per machine. Also, growth rates for machines over $1 million were in the single digits; growth rates for machines under $50,000 were in the double digits. Additionally, Sun’s most powerful computer, the UE-10,000 was fast, reliable, and open to applications and software development tools from the Unix world. In 1995, the year of the G2, Linda Sanford—a ranking executive in the S/390 division—chartered a team to put together a business plan to compete in the e-business space.

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Overreach: Leadership in the Obama Presidency by George C. Edwards III

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