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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 | |