Strategy Genius 40 Insights From the Science of Strategic Thinking

Description

The fast-track MBA in strategy Imagine having instant access to the world's smartest thinking on strategy - and being shown exactly what to do to guarantee that you get your own strategy right, every time. Strategy Genius makes it easy to apply what researchers know about strategic thinking to the real world. 40 chapters based on hundreds of cutting-edge business and psychology research projects reveal what works and what doesn't work in strategy. Each of the 40 chapters is a mini-masterclass in strategic thinking, explaining the research and showing you how to apply it for yourself. In business, conventional wisdom often says one thing while research says another. Strategy Genius cuts through the noise to bring you proven research and techniques for applying it that will simply make you a better strategist. Quick to read and intensely practical, this book will bring a little strategy genius into your day. 'Strategy is one of those topics that many people talk about without having much idea what they mean. Richard Jones is one of the exceptions. A very good book; I recommend it strongly' Peter Hiscocks, CEO Judge Business School Executive Education, University of Cambridge 'Genius conflated into something you can understand. A bit like Richard, really' Michael Wilson, Director of Business and Economics Editor, Arise Global Networks Cover Contents Introduction About this book 1. Do you have a good strategy? 2. Can your people say what your strategy is? 3. So what is strategy and what should it deliver? 4. The right amount of strategic ambition 5. Why things going well can be so dangerous 6. Disruptive technologies 7. From tough competition to hypercompetition 8. Responding to hypercompetition 9. Exploiting disruption 10. Routes to resilience 11. Seeing disruption coming 12. Picking which competitive advantage to pursue 13. What is the theory of your firm? 14. Competitive adaptability through adaptability 15. Why stopping is as important as starting 16. Marketing as strategy 17. Understanding your market situation 18. The new dynamics of competition 19. How to avoid your business model getting into trouble 20. Matching strategy to your situation 21. Generic strategy options and what they mean for you 22. Creating adaptability to deal with a changing environment 23. Learning from failure 24. Creating new business models 25. How to identify new business models 26. Managing risk in your business model 27. Sustainability, feasibility and acceptability (SFA analysis) 28. Bold retreat 29. Strategy – art or science 30. How strategy shapes structure 31. Getting the business model right 32. Why things going well can be so dangerous 33. Beyond a simple business model – real option pricing 34. Finding the right balance for innovation 35. The case for stealth innovation 36. There are just three rules 37. A repeatable business model? 38. How to ensure employees ‘get’ strategy 39. Measuring the right things 40. Considering an end-to-end approach Index A B C D E F G H I K L M N O P R S T U V Z