Strategic Analysis and Action

Cover
Title Page
Copyright Page
Contents
Preface
Acknowledgements
Introduction
1 A General Management Perspective
	The Job of the General Manager
	Assessing Performance
		Using the Performance Matrix
	Setting Direction: Vision, Mission, Values
		Guiding Philosophy
		Tangible Image
		Reasonable Expectations of a Vision Process
		Process Concerns
		A Final Vision Check
	From Vision, Mission, and Values to Strategy
	Strategic Analysis, Planning, and Business Plans
	Summary
	Notes
	Additional Readings
2 Strategy
	The Essentials of the Strategy Model
	The Role of Strategy
	Strategy in a Single Business
	Goals
		Goal Structures
		Describing Goal Structures
		Goals and Competitive Advantage
	Product Market Focus
		Describing Product Market Focus
		Product Market Focus and Competitive Advantage
	Value Proposition
		Describing Value Propositions
		The Value Proposition and Competitive Advantage
	Core Activities
		Describing Core Activities
		Core Activities and Competitive Advantage
	Putting the Strategy Components Together
	Other Strategy Perspectives
	Corporate Strategy
		Describing Corporate Strategy
		Corporate Strategy and Competitive Advantage
		Corporate Strategy and Corporate General Management
	Summary
	Notes
	Additional Readings
3 The Diamond-E Framework
	Introducing the Diamond-E Framework
	The Criterion of Consistency
		Consistency, Opportunity, and Risk
		Strategy, Strategic Proposals, and Strategic Analysis
	Using the Diamond-E Framework
		The Strategy-Environment Linkage
		The Strategy-Resources Linkage
		The Strategy-Management Preferences Linkage
		The Strategy-Organization Linkage
	Strategic Tension
	The Process of Strategic Analysis
		Step 1: Base Case Analysis
		Step 2: Strategy Formulation and Testing
		Step 3: Decision and Execution
	Summary
	Notes
4 Tools for Environment Analysis
	Porter’s Five Forces Model
	Value Chain
	Cooperation and Competition: Game Theory
	Math for Strategists
	Pest
	Scenario Planning
	New Economy Models
	Blue Ocean Strategy
	Global Industry Models
	Stakeholder Analysis
	Summary
	Notes
5 Environment Analysis: The Strategy-Environment Linkage
	Conducting Environment Analysis
	Step 1: Focus the Environment Analysis
	Performance Assessment as a Focusing Tool
	The Strategic Proposal as a Focusing Tool
	Jantzen Technologies: A Case Study
	The Profit Model as a Focusing Tool
	Defining the Right Time Horizon
	Minimizing the Risks of Focus
	Step 2: Test the Strategy-Environment Linkage
		Demand
		Supply
		Competition
		Government
		First Check for Fit or Recycle
	Step 3: Forecast Performance
	Step 4: Rank Against Other Proposals
	Summary
	Notes
	Additional Readings
6 Resource Analysis: The Strategy-Resource Linkage
	The Nature of Resources
	Other Characterizations of Resources
	Resources and Competitive Advantage
	The Dual Role of Resources
		The Constraining Role of Resources
		The Driving Role of Resources
	Resource Analysis
	Step 1: Identify Resource Requirements
	Step 2: Test the Strategy-Resource Linkage
		Recycling
	Step 3: Develop Gap-Closing Analysis
	Step 4: Move to the Next Step in the Diamond-E Analysis
	Dynamic Resources
	Resources and the Scope of the Firm
	Summary
	Notes
	Additional Readings
7 Management Preference Analysis: The Strategy-Management Preference Linkage
	Value Creation, Capture, and Distribution
		Reconciling Stakeholder Interests
		Corporate Governance
		Corporate Social Responsibility
	Management as a Key Stakeholder
		Inconsistency Between Proposed and Preferred Strategy
		Inconsistency Between Preferred Strategy and Other Realities
	The Role of Management Preferences
	The Roots of Strategic Preference
		Basic Needs
		Beliefs
		Job Context
		Frozen Preference
		Implications
	Matching Preferences and Strategy
	Step 1: Identify the Required Management Preferences
	Step 2: Test the Strategy-Preferences Linkage
	Step 3: Develop Gap-Closing Analysis
		Framing the Gap-Closing Issues—Individual Managers
		Gap-Closing Actions and Risks—Individual Managers
		Framing the Gap-Closing Issues—Groups of Managers
	Management Preferences and Competitive Analysis
	Summary
	Notes
8 Strategy and Organization
	Organizational Capabilities
	Behaviour
	Culture
	Step 1: Identify Required Organizational Capabilities
	Step 2: Identify Capability Gaps
	Step 3: Develop New Organizational Capabilities
	Organization Structure
		Functional Structure
		Product Organization
		Geographic Structure
		Matrix
		Cellular
		Strategic Alliances
		Choosing a Structure
	Management Processes
		Decision-Making Processes
		Operating Processes
		Performance Assessment and Reward Processes
	Leadership Behaviour
		Do You Have the Right Leaders?
	Using All Three Leverage Points
	Step 4: Assess Feasibility
	Summary
	Notes
9 Strategic Choice
	Strategy as a Dynamic Process
		Setting Direction
		Focusing Effort
		Defining the Organization
		Providing Consistency
		Strategy as Planning
		Strategy as Learning
		Cognitive Biases
		Organizational Learning and Strategic Renewal
		Reconciling the Tensions in Strategic Renewal
	Leadership for Strategic Renewal
	The Practical Matter of Strategic Choice at a Point of Time
	Summary
	Notes
	Additional Readings
10 Implementing Strategy: Change Agenda and Starting Conditions
	Implementing Strategic Change
	The Change Plan
	Change Agenda
	Analysis of Starting Conditions
	Urgency for Action: The Crisis Curve
		Crisis Change
		Anticipatory Change
		Reactive Change
	Organizational Readiness for Change
		Target Group Identification
		Target Group Readiness
	Personal Readiness for Change
	The View From Below
	Summary
	Notes
	Additional Readings
11 Implementing Strategy: Guidelines and Action
	Establishing Guidelines for Action
	Priority Objectives
		Behavioural Versus Non-Behavioural Objectives
	Action Priorities
		Priority Targets
		Picking Starting Points for Action
		Focus Versus Scope
	Leadership Style
		Directive Leadership
		The Participative Style
	Pace
		Implementing Pace Decisions
	Generic Guidelines
		Crisis Change
		Anticipatory Change
		Reactive Change
	Creating an Action Plan
	Monitoring Performance
	Summary
	Notes
	Additional Readings
Index
	A
	B
	C
	D
	E
	F
	G
	H
	I
	J
	K
	L
	M
	N
	O
	P
	Q
	R
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	T
	U
	V
	W
	X
	Y
	Z