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