How to Think Strategically: Strategy - Your Roadmap to Innovation and Results (Financial Times Series)
By: Davide Sola (author), Jerome Couturier (author)Paperback
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
INTRODUCTION PART I: STRATEGIC KNOW-HOWChapter 1 - What is Strategy?What strategy is - and what it isn't.The Key Elements of StrategyIdentifying the Core challengesCoordinated, creative and sustainable actionsCreating 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 StrategyThe Link Between Learning And Strategic ThinkingHow to Maximise Strategic Learning Chapter 4 - What is Business Strategy?The importance of Competitive advantageHow do you create Competitive Advantage?The right ingredients: the sources of competitive advantageA recipe: the value creating options PART II: THE STRATEGIC PLANNING PROCESSChapter 5 - Managing the Invisible HandWhat is the invisible hand?Where does it come from?How does it become visible?How can you manage it? Chapter 6 - Assessing the current situationAre you in the right place?Macro Environment FactorsIndustry-related FactorsDo you have a competitive Advantage?Where does superior value creation come from?Value propositionKey activitiesResources and competencesValue NetworkOrganisational culture Chapter 7 - Identifying the core challenges.How to identify challengesHow to validate challengesHow to select core challenges - the importance of trade-offsDefining what success will look like - Strategic Objectives and strategic Guidelines Chapter 8 - Solving the core challengesReducing the complexity of the core challengeIdentifying the key constituents of the core challengeUnderstanding the importance of its constituentsDeveloping potential solutionsLateral thinkingSolution shop approachCo-creation workshopsPractical tools for generating solutionsThe Blue Ocean StrategyThe 7 degrees of freedomSelecting the best potential solutionsTiming the initiatives Chapter 9 -Reducing uncertaintyExperimenting to reduce uncertaintyPhase 1: Stating the underlying assumptionsPhase 2: Testing assumptions about ValuePhase 3: Testing assumptions about growthPhase 4: Testing assumptions about sustainabilityOngoing testing and learning Chapter 10 - Managing ExecutionA 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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