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| Preface and Acknowledgments | |
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| The Trajectory: Sharpening the Strategic Focus | |
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| The Realm of Strategy | |
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| Place of Strategy in Shaping and Guiding a Company | |
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| Social Responsibility and Strategy | |
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| From Concept to Practice | |
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| Strategic Direction of a Business-UnitFocus on Business-Units | |
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| Four Vital Parts in a Business-Unit Strategy | |
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| Coping with Uncertainty | |
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| Portfolio Strategy for a Diversified Corporation | |
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| Business-Unit Versus Corporate Strategy | |
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| Portfolio Design | |
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| Major Moves to Attain Desired Portfolio | |
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| From Concept to Practice | |
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| Corporate Input Strategy | |
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| Corporate Resource Arsenal | |
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| Corporate Management of Synergies | |
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| Beyond the Portfolio | |
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| Shaping External Alignments | |
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| Hostile Versus Passive Environments | |
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| Analysis of Key Actors | |
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| Choice of Alignments | |
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| Maintaining Optimum Alignments | |
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| Birth and Nourishment of a New Strategy | |
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| Design of a Strategic Planning SystemImpetus to Challenge the Status QuoAcceptance and Commitment | |
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| Incrementalism | |
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| Propulsion: Translating Strategy into Action | |
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| Programming - Too Much or Too Little | |
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| Man-on-the-Moon Approach | |
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| Incrementalism - Feeling Your Way | |
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| Selective Programming | |
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| Strategy Programs | |
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| Versus Continuing Operations | |
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| Building Revised Patterns of Behavior | |
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| Diagnose Need for Changes in Behavior Patterns | |
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| Carefully Reshape Selected Behaviors | |
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| Creating a Focused Climate: Senior Executive Role | |
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| Organizing to Execute Strategy | |
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| Creating Operating Divisions That Match Strategy | |
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| When to Combine or Split Off Business-Units | |
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| Organizing Corporate Headquarters to Support Strategy | |
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| Organization in Transition | |
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| The Right Person and the Right Carrot | |
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| Matching Desired Executive Abilities with Strategy | |
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| Using Present Executives to Carry Out a New Strategy | |
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| Bringing in Outsiders | |
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| Distinctive Issues in Acquisitions | |
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| Incentives That Support Strategic Action | |
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| Resource Allocation - Power of the Purse Strings | |
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| Impact of Resource Allocation on Strategy Execution | |
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| Two Tracks to Capital Allocation | |
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| Sources of Conflict for Allocations | |
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| Ways to Channel Capital Support for Strategy | |
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| Treatment of Strategic Expenses | |
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| Allocation of Non financial Resources | |
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| Controlling the Dynamic Process | |
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| Controlling the Future | |
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| Watch Progress on Strategic Thrusts | |
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| Monitor Key External Variables | |
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| Full-Scale Reassessments at Milestones and Alerts | |
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| Maintain Integrity of the Strategic Management Process | |
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| Integration: Strategy as a Moving Game Plan | |
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| Fitting Pieces into a Synergistic Whole | |
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| Building Fit into an Integrated Management System within Each Business-Unit | |
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| Adding Balance to the Integration of Each Business-Unit | |
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| Integration at the Corporate Level | |
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| Hitting a Moving Target in a Rough Sea | |
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| Ever-Changing Pressures for ActionKey to Adaptability: Progress Reassessments | |
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| Sequential Moves in Face of Uncertainty | |
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| Contingency Plans | |
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| Frequency of Progress Reassessments | |
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| Corporate Inputs to Progress Reassessments | |
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| Selected References | |
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| Index | |