Cover -- The Strategy Book -- 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 (jump 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 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 -- Johnson's white space model -- Prahalad's bottom of the pyramid -- Stacey's strategy from complexity -- Final words -- Further reading -- Index.

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.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.