INTRODUCTION: Planning for the Plans to Change
CHAPTER 1: Conceiving the Grand Strategy
Operation Mulberry, iTunes as a Can Opener, and the Seeds of Evolution
CHAPTER 2: Choosing Your Problems
A Concept Called the Facebook, Solving the Health Care Crisis, Dying of a Theory, and the Principle of Problems
CHAPTER 3: Making a Tactical Inventory
A Successful Failure, the Fat Man and Little Boy, and the Principle of Solutions
CHAPTER 4: Selecting Your Battlefield
Circus of the Sun, Von Clausewitz, Positioning, and the Principle of Force
CHAPTER 5: Aligning Your Strategy and Tactics
Ten Thousand Empty Stores, the Mother and Child Reunion, and the Principle of Concurrent Thinking
The IBM 360, a Roman Longship, and the Principle of Cascading Objectives
Ernest Hemingway, Writing as Thinking, Ambience Candles, and the Principle of Paper Plans
CHAPTER 8: Forecasting Your Multiple Futures
Memories of the Future, the Hindsight Bias, Minus 148°, and the Principle of Multiple Futures
CHAPTER 9: Reinforcing Success and Abandoning Failure
Beginners Sex, the Slippery Slope, the Winner’s Bias, and the Principle of Doubt
CHAPTER 10. Managing by Metrics
News Feed, Lurking Variables, the Confirmation Bias, and the Principle of Correlation and Causation
CHAPTER 11: Evolving to Plan B
Preferred Capital, the Principle of Tactical Alterations, and the Principle of Strategic Alterations
CHAPTER 12: Creating the Culture
The Lake Wobegon Efxfect, the Illusion of Knowledge, and the Principle of Strategic Debate
CONCLUSION: Plan B as the Fluid Child of Plan A
APPENDIX ONE: The Eleven Principles of Adaptive Management