The strategy book : how to think and act strategically to deliver outstanding results

The strategy book how to think and act strategically to deliver outstanding results

The Strategy Book.

Detalles Bibliográficos
Otros Autores: Mckeown, Max, author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Harlow, England : Pearson [2020]
Edición:Third edition
Materias:
Strategic planning.
Libros electrónicos.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009686294706719
Tabla de Contenidos:
  • 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.

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