Strategic Learning How to Be Smarter Than Your Competition and Turn Key Insights into Competitive Advantage

ISBN-10: 0470540699
ISBN-13: 9780470540695
Edition: 2010
Authors: Willie Pietersen
List price: $37.95 Buy it from $14.24
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Description: How to use Strategic Learning to rapidly respond to change and gain a sustainable advantage over your competitorsWhat's even harder than creating a breakthrough strategy? Making it stick. As companies are fighting to survive in a tough economy, this  More...

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Book details

List price: $37.95
Copyright year: 2010
Publisher: John Wiley & Sons, Incorporated
Publication date: 3/1/2010
Binding: Hardcover
Pages: 256
Size: 6.50" wide x 9.50" long x 1.25" tall
Weight: 0.946
Language: English

How to use Strategic Learning to rapidly respond to change and gain a sustainable advantage over your competitorsWhat's even harder than creating a breakthrough strategy? Making it stick. As companies are fighting to survive in a tough economy, this new book by Willie Pietersen demonstrates the power of the Strategic Learning process, a four-step dynamic cycle guaranteed to create and sustain winning performance. Adopted by a wide range of corporations and not-for-profit organizations, the Strategic Learning process builds on eight years of practicing, adapting and honing the original concepts Pietersen first introduced in Reinventing Strategy to explain how organizations can generate superior insights about their customers and competitors, craft a Winning Proposition, focus on a vital few key priorities, create buy-in throughout the organization and achieve success again and again. Teaches organizations to make smarter decisions that help them win customers and earn superior profits Explains how to instill a culture of openness, learning, and courage that can face and respond to the constantly changing business environment Is a tool that can benefit leaders at all levels, in organizations both large and small, global and domestic, for-profit and not-for-profit Author Willie Pietersen, a former president of Tropicana and Seagram USA, is a professor of management at Columbia Business School, and the author of Reinventing Strategy, from WileyStrategic Learning shows you how your business or nonprofit organization can develop better, more effective strategies for long-term competitive advantage.

Acknowledgments
Introduction
The New Competitive Context
Winning in the New Environment
Reinventing Strategy with Strategic Learning
Why This Book?
Getting to Excelling
What Every Organization Needs To Know About Strategy
Chapter 1
What Is Strategy?
What Key Questions Must Strategy Answer for Us?
Choice-Making in Action
Strategy and Planning Are Different
Closing the Doing/Excelling Gap
Defining Competitive Advantage: How Much More Value Do You Deliver Than Your Competitors?
Mind the Gap
Stretching the Elastic Band
GM's Race to the Bottom
Value Leadership through a Winning Proposition
What's Your Winning Proposition?
The Moment of Truth
Applying Strategic Learning to Create an Adaptive Enterprise
Strategic Learning: Four Key Steps, One Cycle
Do You Have a Robust Method?
What Were We Thinking?
The Theory of Natural Selection
Complexity Theory
Learning Organizations
Strategy's New Mission
The Five Killer Competencies
The Strategic Learning Cycle
What We've Learned from Deming
Building Capability through Deliberate Practice
Learn: Using a Situation Analysis to Generate Superior Insights about Your External Environment and Your Own Realities
The "Sense and Respond" Imperative
Learning through the Situation Analysis
Analyzing Customer Needs
Who Are Our Stakeholders and Why Do They Matter?
Analyzing Competitors
Interpreting Industry Dynamics
Taking a Broader View
Facing Your Own Realities
Pulling Together the Situation Analysis
Winning the Battle for Insights
Doing a Great Situation Analysis: The Rules of Success
Focus: Clarifying Your Winning Proposition and Identifying Your Key Priorities
Making Your Strategic Choices
The Parmenides Fallacy
Value Proposition versus Winning Proposition
Where Does Your Vision Fit In?
Delivering Superior Profits
The Three Bottom Lines
Your Key Priorities
How the Girl Scouts Did It
Deciding What Not to Do
Align: Mobilizing Your Entire Organization behind Your Strategy
Leading a Journey
The Golden Rules of Successful Execution
Closing the Gaps
The Business Ecosystem
Changing an Organization's Culture
Avoiding the Values Trap
Overcoming Resistance to Change and Driving Momentum
Dealing with the Sources of Resistance
The Lessons of the Sigmoid Curve
The Curse of Success
Launching the Second Curve
Maximize Participation
Generate Short-Term Wins
Deal Directly with Resisters
Set a Shining Example
Translating Your Strategy into a Compelling Leadership Message
What Is Leadership?
Building a Cathedral
Commander's Intent
Who Are the Leaders?
Developing Your Leadership Message
The Power of Storytelling
The Need for Repetition
Execute: Implementing and Experimenting in the Strategic Learning Cycle
Learning through Experimentation
Learning from Others
Learning from Mistakes
Experiential Learning: The After-Action Review
Strategic Learning 365 Days a Year
Integrating Strategy and Leadership
Leading through a Crisis
Dealing Successfully with the Unexpected
Learning Your Way Out of a Crisis
Building Readiness
Seizing Opportunities during a Crisis
The Human Dimension
Becoming an Integrated Leader
The Three Domains of Leadership
Articulating Your Leadership Credo
The Quest for Self-Knowledge
The Lifeline Exercise
Applying Strategic Learning to Yourself
Conclusion: The 5 Cs: Choices, Clarity, Change, Courage, and Compassion
The Five Cs
Appendix
Notes
Index

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