Discover how to become an effective strategic thinker Some people seem to achieve the best results, again and again. Is it luck? Or is it strategy? How to Think Strategically equips you with the skills you need to make the best decisions and develop a powerful strategic mindset. This hands-on guide tackles both the thinking and the doing, helping you develop a robust strategic plan. It offers a six-step framework that addresses key questions, including: * Which core challenges do I need to overcome? * How do I manage uncertainty and risk? * How do I execute my business strategy? Visit…mehr
Discover how to become an effective strategic thinker Some people seem to achieve the best results, again and again. Is it luck? Or is it strategy? How to Think Strategically equips you with the skills you need to make the best decisions and develop a powerful strategic mindset. This hands-on guide tackles both the thinking and the doing, helping you develop a robust strategic plan. It offers a six-step framework that addresses key questions, including: * Which core challenges do I need to overcome? * How do I manage uncertainty and risk? * How do I execute my business strategy? Visit www.howtothinkstrategically.org for the accompanying app and the 'Strategic Thinking Manifesto'.
Davide Sola is professor of Strategy and Management at ESCP Europe and visiting faculty at Business School in Finland, India and Italy. He is also a Principal at 3H Partners, who work with multinational organisations and governments in Europe, US and Africa. Jerome Couturier is an associate professor of strategy and management at ESCP Europe. He is the author of several articles, policy papers, book chapters, case studies and papers presented at international management conferences. He is also co-founder and president of 3H Partners
Inhaltsangabe
INTRODUCTION
PART I: STRATEGIC KNOW-HOW Chapter 1 – What is Strategy? What strategy is - and what it isn’t. The Key Elements of Strategy Identifying the Core challenges Coordinated, creative and sustainable actions Creating value
Chapter 2 – What is Strategic Thinking? What is thinking? What is strategic thinking? What does it take to think strategically? The Strategic Mind. The strategic thinking process.
Chapter 3 - Turning Strategic Thinking into Strategy The Link Between Learning And Strategic Thinking How to Maximise Strategic Learning
Chapter 4 – What is Business Strategy? The importance of Competitive advantage How do you create Competitive Advantage? The right ingredients: the sources of competitive advantage A recipe: the value creating options
PART II: THE STRATEGIC PLANNING PROCESS Chapter 5 – Managing the Invisible Hand What is the invisible hand? Where does it come from? How does it become visible? How can you manage it?
Chapter 6 – Assessing the current situation Are you in the right place? Macro Environment Factors Industry-related Factors Do you have a competitive Advantage? Where does superior value creation come from? Value proposition Key activities Resources and competences Value Network Organisational culture
Chapter 7 – Identifying the core challenges. How to identify challenges How to validate challenges How to select core challenges - the importance of trade-offs Defining what success will look like – Strategic Objectives and strategic Guidelines
Chapter 8 – Solving the core challenges Reducing the complexity of the core challenge Identifying the key constituents of the core challenge Understanding the importance of its constituents Developing potential solutions Lateral thinking Solution shop approach Co-creation workshops Practical tools for generating solutions The Blue Ocean Strategy The 7 degrees of freedom Selecting the best potential solutions Timing the initiatives
Chapter 9 -Reducing uncertainty Experimenting to reduce uncertainty Phase 1: Stating the underlying assumptions Phase 2: Testing assumptions about Value Phase 3: Testing assumptions about growth Phase 4: Testing assumptions about sustainability Ongoing testing and learning
Chapter 10 – Managing Execution A will to act. A coordinated approach. Setting the scene. Launching and spreading change. Creating a compelling story. Using Role Models. Accelerating the speed of change. Consolidating change.
PART I: STRATEGIC KNOW-HOW Chapter 1 – What is Strategy? What strategy is - and what it isn’t. The Key Elements of Strategy Identifying the Core challenges Coordinated, creative and sustainable actions Creating value
Chapter 2 – What is Strategic Thinking? What is thinking? What is strategic thinking? What does it take to think strategically? The Strategic Mind. The strategic thinking process.
Chapter 3 - Turning Strategic Thinking into Strategy The Link Between Learning And Strategic Thinking How to Maximise Strategic Learning
Chapter 4 – What is Business Strategy? The importance of Competitive advantage How do you create Competitive Advantage? The right ingredients: the sources of competitive advantage A recipe: the value creating options
PART II: THE STRATEGIC PLANNING PROCESS Chapter 5 – Managing the Invisible Hand What is the invisible hand? Where does it come from? How does it become visible? How can you manage it?
Chapter 6 – Assessing the current situation Are you in the right place? Macro Environment Factors Industry-related Factors Do you have a competitive Advantage? Where does superior value creation come from? Value proposition Key activities Resources and competences Value Network Organisational culture
Chapter 7 – Identifying the core challenges. How to identify challenges How to validate challenges How to select core challenges - the importance of trade-offs Defining what success will look like – Strategic Objectives and strategic Guidelines
Chapter 8 – Solving the core challenges Reducing the complexity of the core challenge Identifying the key constituents of the core challenge Understanding the importance of its constituents Developing potential solutions Lateral thinking Solution shop approach Co-creation workshops Practical tools for generating solutions The Blue Ocean Strategy The 7 degrees of freedom Selecting the best potential solutions Timing the initiatives
Chapter 9 -Reducing uncertainty Experimenting to reduce uncertainty Phase 1: Stating the underlying assumptions Phase 2: Testing assumptions about Value Phase 3: Testing assumptions about growth Phase 4: Testing assumptions about sustainability Ongoing testing and learning
Chapter 10 – Managing Execution A will to act. A coordinated approach. Setting the scene. Launching and spreading change. Creating a compelling story. Using Role Models. Accelerating the speed of change. Consolidating change.
Glossary: Key concepts and definitions
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