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• Contents
• Acknowledgements
• Statement of Purpose
• The Best of the Best
• What is Strategy?
• The Value of Strategy
• The Many Legacies of Andrew Carnegie
• STRATEGY Overview
• The Royal Richesse Example
• The Power of Seven
• Book One: Recovering the Lost Art of Strategy
• More of the Same No Longer Enough
• A New Language of Strategy
• Leadership and the “Soft Side” of Strategy
• Unmet Expectations of Growth
• Stamping Out Satisfactory Underperformance
• The Discipline and Value of Clear Priorities
• Gaps in Traditional Models of Strategy
• Toward a Better Future
• Chapter 1 The Evolution of Business Strategy
• The 3C’s Model
• The 5 Forces Model
• The 7S’s Model
• The 3S’s “Single Shot Strategy”
• The 8 Strategic Laws of Gravity
• The 9S’s Model
• The 7C’s Model
• Chapter 2 Principles of the New Paradigm
• Globalization
• Complexity
• Dynamism
• Turbulence
• Acceleration
• Rationalization
• Obsolescence and Reinvention
• Connectivity
• Convergence
• Ephemeralization (Moving to the Virtual)
• Consolidation
• The Importance of a Systemic Perspective
• Chapter 3 Setting Priorities, Rethinking Risk
• The 80/20 Rule
• Setting Priorities
• Preparation—A Practical Approach
• The Line of Demarcation
• Risk and Opportunity
• Risk Compounded
• A Broader Scientific View
• Chapter 4 Mastering the Growth Challenge
• Bridging the Growth Gap
• The 7C’s Growth Framework
• Constant Attention to Opportunity and Creativity
• Understanding and Exploiting Discontinuity
• Chapter 5 Integrating Strategy and Responsibility
• The Global Compact and Codes of Conduct
• Alternative Code of Corporate Conduct
• The Shining Star of Starbucks
• How and What Business Leaders can Contribute
• An Element of Core Strategy
• A Clarion Call for Help
• Chapter 6 An Alternative Model of Organization
• A Network Model
• The Task Force
• Fast Track to Success
• The Network Leader as Modern Renaissance Man (or Woman)
• The Orpheus Process
• Unspoken Harmony of Excellence
• The Obsolete Narcissist
• The “Even Harder” Stuff
• Beliefs, Attitudes, Behaviors
• Winners and Losers in the Search for Strategic Excellence
• Four Organizational Characteristics of Winners and Losers
• “Guilty on All Four Counts”
• Creativity, Intuition, and Insight
• A Continuous Culture of Creativity
• A Balanced Approach
• Organizational Creativity and Intellectual Capital
• 3M’s Ten Commandments of Creativity
• Back to Basics
• Chapter 7 A New Approach to Leadership
• Of Captains and Stewards
• Principle 1. Empower the Vision and the STRATEGY
• Principle 2. Live the Values—Demonstrate Character Through Action
• Principle 3. Engage and Motivate Individuals—Reach the Heart of Your Organization
• Principle 4. Go Beyond the Conventional—Set New Standards of Excellence
• Principle 5. Lead from the Front—Master the Visible Aspect of Leadership
• Principle 6. Lead from the Center—Manage Formal and Informal Networks
• Principle 7. Get the Job Done—Move Seamlessly from Understanding to Execution
• Search for a Higher Purpose
• Recovering the Lost Art of Strategy
• Book Two: Developing Your Own World Class Strategy
• Three Interrelated Phases
• People at the Heart of Strategy
• Focus and Brevity
• New Elements of Strategy
• The Seven Differentiating Characteristics of STRATEGY
• STRATEGY and the Spirit of Transformation
• Chapter 1 Shared Elements of World Class Strategy
• The Rights of STRATEGY
• The Winner’s Circle
• The Model in Action
• The Man from Del Monte
• The Olam Story
• Gucci—A Modern Italian Renaissance
• The Cisco Rebound
• Shared Lessons
• Chapter 2 The Process of STRATEGY
• Principle 1. Ensure an Effective Process
• Principle 2. Ensure an Inclusive Process—Break Down the Hierarchy
• Principle 3. Set Long-term Objectives for Individuals and the Group
• Principle 4. Test the Logic and the Process
• Principle 5. Balance Strategic Planning with Strategic Flexibility
• Principle 6. Search for Nonlinearity and Creative Breakthroughs
• Principle 7. Embrace Risk, Action, and the Acceptance of Failure
• Chapter 3 Content Phase I: Diagnosis
• I.1. Point of Departure
• I.2. Portfolio Perspective
• I.3. Profit Pool Perspective
• I.4. Competitive Perspective
• I.5. Business Dynamics
• I.6. Organizational Assessment
• I.7. Range of Options
• Chapter 4 Content Phase II: Design
• II.1. The Promise: Vision/Mission/Values
• II.2. Levers on Performance and Value
• II.3. Priorities and Resource Allocation
• II.4. Strategic Option Selection
• II.5. New Organizational Approach
• II.6. Risk Management
• II.7. Target Results
• Chapter 5 Content Phase III: Implementation
• III.1. Imperatives, Actions, Responsibilities
• III.2. Tactics and Timetable
• III.3. Implementation Team
• III.4. Alignment and Integration
• III.5. Program Control
• III.6. Full Value Capture
• III.7. Leadership and Motivation
• Chapter 6 The Executive Summary
• Long and Short Versions
• In the Beginning is the End—Sometimes
• Structure of the Summary
• Chapter 7 Getting Started on Your Own STRATEGY
• Downloading the Presentation Templates
• Getting Started
• Discretion the Better Part of Value
• Best Wishes on Your Own STRATEGY Exercise
• Index
• A
• B
• C
• D
• E
• F
• G
• H
• I
• K
• L
• M
• N
• O
• P
• Q
• R
• S
• T
• U
• V
• W
• Y
• Z