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About the author | |
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Author's acknowledgements | |
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Publisher's acknowledgements | |
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Introduction | |
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What is strategy? | |
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Your strategic self | |
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Shaping the future | |
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Thinking before you plan | |
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Becoming a strategic thinker | |
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Selling your strategy | |
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Thinking like a strategist | |
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Reacting is as important as planning | |
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Taking risks (jumping your uncertainty gaps) | |
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Looking over your shoulder | |
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Knowing where grass (really) is greener | |
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Creating your strategy | |
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Seeing the big picture? | |
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Finding position, intention and direction | |
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Looking for advantages | |
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Making strategic decisions and choices | |
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Adapting to your competitive environment | |
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Winning with strategy | |
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Winning strategy games | |
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Creating new markets | |
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Getting ahead of your strategic group | |
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Growing your business (again and again) | |
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Going global without going broke | |
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Knowing what you can do best | |
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Making your strategy work | |
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Managing your strategy process | |
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Meetings for strategic minds | |
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Managing change, making strategy work | |
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Understanding what can go wrong | |
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Saving your company from failure | |
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The Strategy Book tool kit | |
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The basic (powerful) strategy questions | |
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SWOT analysis | |
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Porter's 5 forces of competition | |
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Porter's generic strategies | |
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Burgelman's strategy dynamics model | |
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Porter's value chain | |
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Core competencies and resource-based view | |
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Nonaka and Takeuchi's knowledge spiral | |
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McKinsey's 7-5 framework | |
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Scenario planning | |
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Ansoffs growth grid | |
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BCG's product portfolio matrix | |
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Kim and Mauborgne's blue ocean | |
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Greiner's growth (and crisis) model | |
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Treacy and Wiersema's value disciplines | |
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Cummings and Wilson: orientation and animation | |
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Lewin's force field analysis | |
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Kotter's eight phases of change | |
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Kaplan and Norton's balanced scorecard | |
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Hrebiniak's model of strategy execution | |
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Hammer and Champy's business process redesign | |
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Michaud and Thoenig's strategic orientation | |
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Burgelman and Grove's strategy bet model | |
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Argyris's double and single loop learning | |
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Mintzberg's deliberate and emergent | |
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Johnson's white space model | |
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Prahalad's bottom of the pyramid | |
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Stacey's strategy from complexity | |
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Final words | |
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Further reading | |
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Index | |