Strategic Value Creation: Design and Execute a Strategy for Breakthrough Returns

Cover
Contents
About the authors
Foreword
Preface
Acknowledgements
Abbreviations
PART ONE Introduction
	1.1 Introduction to strategic value creation
		What is strategic value creation?
		Why businesses struggle with value creation
		The 4D Framework: Diagnose today, Design tomorrow, Draw the plan and Deliver the plan
		Our reasons for writing this book
		How this book will help you
		Structure of the book
		Final thoughts
		Remember this
		Notes
	1.2 Challenges and paradoxes
		Introduction
		Seven common challenges on the path to success
		Seven common paradoxes
		Final thoughts
		Remember this
		Notes
	1.3 Core truths, frameworks and communication pillars
		Introduction
		The five core truths of strategic value creation
		The five core frameworks used in strategic value creation
		The five core communication pillars for strategic value creation
		Final thoughts
		Remember this
		Notes
PART TWO Diagnose today and design tomorrow
	2.1 What is strategy?
		Look to the best: the strategy greats
		Defining strategy
		Do something different (and be careful about benchmarking)
		How to be different
		The Ārahi definition of strategy
		Structure and logic for Part 2
		Notes
	2.2 Diagnose today: confront your brutal truth
		Introduction
		The value landscape
		Collecting data to diagnose today
		Plotting scores on the value landscape
		Assessing pricing as part of your value proposition
		Understanding what to prioritize
		Final thoughts
		Remember this
		Notes
	2.3 Design tomorrow
		Introduction
		Grocery Post
		Purpose
		Ambition
		Challenge
		Critical value factors
		Target segments
		Arranged capabilities
		Competition
		Cash generation
		The Strategy on a Page (SOAP)
		Final thoughts
		Remember this
		Notes
PART THREE Draw the plan
	3.1 Introducing BROP-A
		The difference between designing and planning
		The three levels of planning: strategic, operational and tactical
		Structure and logic for Part 3
		Notes
	3.2 The bridges of BROP-A
		Introduction
		Building bridges
		The three bridges of BROP-A
		Final thoughts
		Remember this
		Notes
	3.3 Risk taking… and management
		Introduction
		The problem with risk management
		How to be a risk taker
		Two methods for identifying your most urgent risks
		Responding to risk using the 3T Framework
		Final thoughts
		Remember this
		Notes
	3.4 Objectives: milestones, measures and dependencies
		Introduction
		Getting your terminology straight: the difference between goals and objectives
		Objectives measures and milestones
		Setting objectives
		Final thoughts
		Remember this
		Notes
	3.5 The integrated plan
		Introduction
		During the planning process
		During the implementation
		Final thoughts
		Remember this
		Notes
PART FOUR Deliver the plan
	4.1 Introduction – the ‘A’ of BROP-A
		Structure and logic for Part 4
		Note
	4.2 The role of the board and the board pack
		Introduction
		The problem with board meetings
		The balance and composition of the board
		Board meeting cadence and the efficiency of board pack production
		The effectiveness and quality of board pack content
		The effectiveness and quality of discussion and decision-making
		Final thoughts
		Remember this
		Notes
	4.3 Forums and meetings
		Introduction
		Forums
		Categorizing meetings according to their type
		What makes a good meeting?
		Managing your meeting time
		Final thoughts
		Remember this
		Notes
	4.4 Action management
		Introduction
		Why is action management important?
		The basics of action management
		COD: An action management framework
		Final thoughts
		Remember this
		Notes
	4.5 Improving the odds of breakthrough returns
		Introduction
		The importance of building momentum
		The growth journey
		Sustaining success: some practical advice for you and our younger selves
		Our parting advice to a CEO
		Notes
Abbreviations
Glossary
Bibliography
Index