The Strategy Book: How to think and act strategically to deliver outstanding results

Front Cover
Praise for The Strategy Book
Half Title Page
Title Page
Copyright Page
Contents
About the author
First words
Introduction
What is strategy?
part 1 Your strategic self
	Shaping the future
	Thinking before you plan
	Becoming a strategic thinker
	Selling your strategy
part 2 Thinking like a strategist
	Reacting is as important as planning
	Taking risks (jump your uncertainty gaps)
	Looking over your shoulder
	Knowing where the grass (really) is greener
part 3 Creating your strategy
	Seeing the big picture
	Finding position, intention and direction
	Looking for advantages
	Making strategic decisions and choices
	Adapting to your competitive environment
part 4 Winning with strategy
	Winning strategy games
	Creating new markets
	Getting ahead of your strategic group
	Growing your business (again and again)
	Going global without going broke
	Knowing what you can do best
part 5 Making your strategy work
	Managing your strategy process
	Meetings for strategic minds
	Managing change, making strategy work
	Understanding what can go wrong
	Saving your company from failure
part 6 The strategy book toolkit
	The basic (powerful) strategy questions
	Quick start strategy
	SWOT analysis
	Porter’s 5 forces of competition
	Porter’s generic strategies
	Burgelman’s strategy dynamics model
	Porter’s value chain and value system
	Core competencies and resource-based view
	Nonaka and Takeuchi’s knowledge spiral
	Peters, Athos and Waterman’s 7-S framework
	Scenario planning
	Ansoff’s growth grid
	The Boston Consulting Group (BCG) growth share matrix
	Kim and Mauborgne’s four actions
	Greiner’s growth (and crisis) model
	De Wit and Meyer’s strategy tensions
	Cummings and Wilson: orientation and animation
	Lewin’s force field analysis
	Kotter’s eight phases of change
	Kaplan and Norton’s balanced scorecard
	Hrebiniak’s model of strategy execution
	Hammer and Champy’s business process redesign
	Michaud and Thoenig’s strategic orientation
	Burgelman and Grove’s strategy bet model
	Argyris’s double and single loop learning
	Mintzberg’s deliberate and emergent strategy
	Johnson’s white space model
	Prahalad and Hart’s bottom of the pyramid
	Stacey’s strategy from complexity
	Hart’s sustainability value framework
	House of strategy
	Innovation + strategy = adaptability
Final words
Further reading
Publisher’s acknowledgements
Index
Back Cover