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Preface | |
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Acknowledgements | |
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About the author | |
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Getting a bigger brain: how to think like a strategist | |
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The really big questions | |
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The key tactical questions | |
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What are they thinking? Customer analysis | |
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The customer from your point of view | |
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Customers - from their point of view | |
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Getting into their heads: how to understand your customers | |
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Observation | |
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Talking | |
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Focus groups | |
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Surveys | |
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Who else is out there? Potential customer analysis | |
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Customers for the products/services you provide who are buying from your competitors | |
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Customers who are not yet buying the products/services you (and others) provide | |
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Customers you could have, if you developed your business in a different direction | |
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What are they doing? Competitor analysis | |
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Competitor relationships | |
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Competitor analysis | |
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Who are the potential competitors? | |
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Pressure points: understanding the driving forces in your industry | |
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Environmental analysis | |
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Barriers to entry analysis | |
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Availability analysis | |
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What are we thinking? Understanding what is happening in your organization | |
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Stakeholder analysis | |
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Culture analysis | |
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Skills matrix/talent analysis | |
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Financial performance analysis | |
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Process performance (using the sub-optimization analysis) | |
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Risk analysis | |
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Resources versus outcomes analysis | |
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Cause and effect analysis | |
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Relative scale analysis (benchmarking) | |
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Absolute scale analysis (using a framework) | |
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Change readiness analysis | |
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Building the guiderails for the future: mission, vision, values and measures | |
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The shape of the statements | |
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The mission, vision and values workshop | |
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Reinforcing the statements every day | |
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How to pick a strategy that is right for your business | |
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Facilitation | |
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Scenario options analysis | |
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Market future analysis | |
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Lifecycle analysis | |
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Portfolio analysis | |
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SWOT analysis | |
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Concentration of effort analysis | |
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The activity hedgehog | |
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Movement analysis | |
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Making strategy happen: how to lead your business to success | |
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Uniting themes | |
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Generic strategies | |
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The action workshop | |
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Selling your message | |
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Putting it in writing | |
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Show and tell | |
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Bringing it all together | |
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A strong mandate | |
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A strong purpose | |
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Preparation | |
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The right people | |
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The right action plan | |
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Early wins | |
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Communication | |
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Lock-in | |
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Tricks and traps | |
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Trick 1: Keeping perspective | |
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Trick 2: Keeping a grasp on reality | |
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Trick 3: Seeing the world through others' eyes | |
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Trap 1: Finding the solution too soon | |
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Trap 2: Following conventional thinking | |
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Trap 3: Not focusing on outcomes | |
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Appendix: Worksheets | |
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Index | |