Strategy Praxis: Insight-Driven, First Principles-Based Strategic Thinking, Analysis, and Decision-Making (Management for Professionals)

Preface
Acknowledgements
Contents
Chapter 1: Strategy: Foundations and Perspectives
	What Is Strategy?
		Strategy: A Working Definition
			Strategy or Tactics?
			So, What Do We Mean by `Strategic´?
	The Notion of `Value´ in Strategy
		What Is `Value´?
	Unravelling the Notion of Value
		Value Realised: Vrealised
		Value Created: Vcreated
		Value Delivered: Vdelivered
		Value Captured: Vcaptured
	Value Differentiation and Competitive Advantage
	Value (De-)Bundling and Value Premium
		Value Orientation and Footprint
	Reflections on Strategy: Particularities and Perspectives
		Strategy and the Future
		Strategy and (Ir)rationality
		Strategy and Intangibles
		Strategy, Serendipity, and Chance
		Strategy and Theory
	Chapter Summary
	References
Chapter 2: What Is First Principles Thinking?
	Introduction
	First Principles Thinking
	Insight and Insight-Driven Thinking
		Insight
		Insight-Driven
	First Principles-Based, Insight-Driven Problem-Solving
		Classical Structured Problem-Solving
			Problem Definition and Formulation
			Issues and Issues Framing
			Questions
			Insights
			Response
	Strategic Problem-Solving
		Strategic Problem Formulation
			Challenge Domain
			Sense-Making Domain
			Reconstruction Domain
			Response Domain
	Chapter Summary
	References
Chapter 3: High-Level Strategic Analysis
	Introduction to High-Level Strategic Analysis
		Five Strategy Building Blocks (5-SBBs) Framework
			Elements of the 5-SBBs
			Application of the 5-SBBs Framework
			Limitations of the 5-SBBs Framework
		Unique Competing Space (UCS) Framework
			UCS Framework: Elements Relating to the External Competitive Context
			UCS Framework: Firm-Internal Context
	Unique Competing Space Domain
		Strategic Boundaries of the Firm
		Operational Versus Strategic Boundaries
		Unique Competing Space and Strategic Boundaries
		Characteristics and Features of Firm Strategic Boundaries
			Application of the UCS Framework
			Limitations of the UCS
	Value Proposition (VP) Framework
		Components of the Value Proposition Framework
		Value Proposition: The `What?´ Component
		Value Proposition: The `When?´ Component
		Value Proposition: `Reasons to Believe´- The Why, Where, and How?
		Application of the Value Proposition Framework
		Limitations of the Value Proposition (VP) Framework
	Chapter Summary
	References
Chapter 4: Micro-level Strategic Analysis
	Introduction to Micro-level Strategic Analysis
	Formalised Frameworks of Micro-level Strategic Analysis
	Micro-level Strategic Analysis: External Competitive Environment
	Macroeconomic Analysis: PESTLE Framework
	Industry and Market-Level Context
	Competing Factors (CFs)-Critical Success Factors (CSFs) Analysis
		Application of the Competing Factors (CFs)-Critical Success Factors (CSFs) Analysis
	Industry-Market Life Cycle Analysis
		Industry Value Chain Analysis
		Integration of Externally-Focused Micro-level Analyses
	Micro-level Analysis: Firm-Internal Organisational Factors
	Analysis of Firm Resources
		Resources Auditing and Mapping
		Capabilities
		Assessment of the Strategic Relevance of Resources and Capabilities
	Processes
	Organisational Culture, Values, and Norms
	Integration of Internally Focused Micro-level Analyses
	Chapter Summary
	References
Chapter 5: Tandem Mode of Strategic Problem-Solving
	Introduction to the Tandem Mode of Strategic Problem-Solving
	Strategic Thinking Algorithm
	Strategic Problem-Solving Process: Tandem Mode
	Chapter Summary
Chapter 6: Strategic Options: Formation, Evaluation, and Selection
	Introduction to Strategic Option Formation
		From Strategic Analysis to Strategy Formulation
	Strategy Formulation: First Principles-Based, Insight-Driven Approach
	Scenario Analysis: Scoping the Probability and Impact of the Future
	Current and Future Realities: Insight and Foresight
	First Principles-Based, Insight-Driven Strategy Formation
	Strategic Options: A Three-Boundaries Perspective
		Scoping and Positioning of a Strategic Option
		Dimensioning of a Strategic Option
		Crafting of a Strategic Option
		Strategic Options: 3rd Boundary Considerations and Gap Closure
	Strategic Option Evaluation
	Strategic Option Evaluation and Selection: 5-SBBs Approach
		`First Pass´ Evaluation of Strategic Options
	Strategic Option Selection
	Strategic Option Verification and Validation
	Chapter Summary
	References
Chapter 7: Strategy Praxis: Perspectives and Reflections
	Strategy Praxis: Strategic Dissonance and Resilience
	Strategy Perspective: Competitive Advantage, Failure, and Sustainability
		Why Do Once Great Companies Flounder?
		Competitive Advantage and Sustainability
	Strategy Praxis: A Knowledge and Learning Perspective
		Organisational Knowledge and Learning Trajectory
		Learning and (Intelligent) Failure
	Strategy Praxis: A Narrative Perspective
	Strategy Praxis: Rationality and Irrationality in Strategy
	Strategy Praxis: Reflections on the Relevance of Academic Research for the Strategy Practice Field
	Strategy Praxis: Concluding Reflections
		Good Strategy
		Strategy Execution
	References