The Strategy Book

Description

Thinking strategically is what separates managers and leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real world strategies.

It can be read as a whole or you can dip into the easy-to-read, bite-size sections as and when you need to deal with a particular issue. The structure has been specially designed to make sections quick and easy to use – you’ll find yourself referring back to them again and again.

Extras

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Sample Content

Table of Contents

About the author

Author's acknowledgements

Publisher's acknowledgements

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 (jumping your uncertainty gaps)

Looking over your shoulder

Knowing where 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 tool kit

The basic (powerful) strategy questions

SWOT analysis

Porter’s 5 forces of competition

Porter’s generic strategies

Burgelman’s strategy dynamics model

Porter’s value chain

Core competencies and resource-based view

Nonaka and Takeuchi’s knowledge spiral

McKinsey’s 7-S framework

Scenario planning

Ansoff’s growth grid

BCG’s product portfolio matrix

Kim and Mauborgne’s blue ocean

Greiner's growth (and crisis) model

Treacy and Wiersema’s value disciplines

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 design

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

Johnson’s white space model

Prahalad’s bottom of the pyramid

Stacey’s strategy from complexity

Final words

Further reading

Index

Updates

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