The Strategy Book: How to think and act strategically to deliver outstanding results

Front Cover 1 Praise for The Strategy Book 4 Half Title Page 10 Title Page 12 Copyright Page 13 Contents 14 About the author 18 First words 20 Introduction 21 What is strategy? 24 part 1 Your strategic self 30 Shaping the future 32 Thinking before you plan 38 Becoming a strategic thinker 44 Selling your strategy 49 part 2 Thinking like a strategist 56 Reacting is as important as planning 58 Taking risks (jump your uncertainty gaps) 63 Looking over your shoulder 70 Knowing where the grass (really) is greener 75 part 3 Creating your strategy 82 Seeing the big picture 84 Finding position, intention and direction 92 Looking for advantages 98 Making strategic decisions and choices 106 Adapting to your competitive environment 112 part 4 Winning with strategy 120 Winning strategy games 122 Creating new markets 128 Getting ahead of your strategic group 136 Growing your business (again and again) 144 Going global without going broke 152 Knowing what you can do best 158 part 5 Making your strategy work 164 Managing your strategy process 166 Meetings for strategic minds 173 Managing change, making strategy work 181 Understanding what can go wrong 187 Saving your company from failure 193 part 6 The strategy book toolkit 202 The basic (powerful) strategy questions 203 Quick start strategy 205 SWOT analysis 209 Porter’s 5 forces of competition 211 Porter’s generic strategies 213 Burgelman’s strategy dynamics model 215 Porter’s value chain and value system 217 Core competencies and resource-based view 219 Nonaka and Takeuchi’s knowledge spiral 221 Peters, Athos and Waterman’s 7-S framework 223 Scenario planning 225 Ansoff’s growth grid 227 The Boston Consulting Group (BCG) growth share matrix 229 Kim and Mauborgne’s four actions 231 Greiner’s growth (and crisis) model 233 De Wit and Meyer’s strategy tensions 235 Cummings and Wilson: orientation and animation 237 Lewin’s force field analysis 239 Kotter’s eight phases of change 241 Kaplan and Norton’s balanced scorecard 243 Hrebiniak’s model of strategy execution 245 Hammer and Champy’s business process redesign 247 Michaud and Thoenig’s strategic orientation 249 Burgelman and Grove’s strategy bet model 251 Argyris’s double and single loop learning 253 Mintzberg’s deliberate and emergent strategy 255 Johnson’s white space model 257 Prahalad and Hart’s bottom of the pyramid 259 Stacey’s strategy from complexity 261 Hart’s sustainability value framework 263 House of strategy 265 Innovation + strategy = adaptability 267 Final words 269 Further reading 271 Publisher’s acknowledgements 276 Index 280 Back Cover 290