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

Description

Front Cover Praise for The Strategy Book Half Title Page Title Page Copyright Page Contents About the author First words Introduction What is strategy? part 1 Your strategic self Shaping the future Thinking before you plan Becoming a strategic thinker Selling your strategy part 2 Thinking like a strategist Reacting is as important as planning Taking risks (jump your uncertainty gaps) Looking over your shoulder Knowing where the grass (really) is greener part 3 Creating your strategy Seeing the big picture Finding position, intention and direction Looking for advantages Making strategic decisions and choices Adapting to your competitive environment part 4 Winning with strategy Winning strategy games Creating new markets Getting ahead of your strategic group Growing your business (again and again) Going global without going broke Knowing what you can do best part 5 Making your strategy work Managing your strategy process Meetings for strategic minds Managing change, making strategy work Understanding what can go wrong Saving your company from failure part 6 The strategy book toolkit The basic (powerful) strategy questions Quick start strategy SWOT analysis Porter’s 5 forces of competition Porter’s generic strategies Burgelman’s strategy dynamics model Porter’s value chain and value system Core competencies and resource-based view Nonaka and Takeuchi’s knowledge spiral Peters, Athos and Waterman’s 7-S framework Scenario planning Ansoff’s growth grid The Boston Consulting Group (BCG) growth share matrix Kim and Mauborgne’s four actions Greiner’s growth (and crisis) model De Wit and Meyer’s strategy tensions Cummings and Wilson: orientation and animation Lewin’s force field analysis Kotter’s eight phases of change Kaplan and Norton’s balanced scorecard Hrebiniak’s model of strategy execution Hammer and Champy’s business process redesign Michaud and Thoenig’s strategic orientation Burgelman and Grove’s strategy bet model Argyris’s double and single loop learning Mintzberg’s deliberate and emergent strategy Johnson’s white space model Prahalad and Hart’s bottom of the pyramid Stacey’s strategy from complexity Hart’s sustainability value framework House of strategy Innovation + strategy = adaptability Final words Further reading Publisher’s acknowledgements Index Back Cover