Fig. 3.1 Gap analysis in strategic planning27
Fig. 3.2 LRP and strategic planning compared29
Fig. 3.3 Bird’s eye view of strategic posture management31
Fig. 3.4 Strategic issue management33
Fig. 4.1 Performance variables44
Fig. 4.2 Four stages of evolution47
Fig. 5.1 Quasi-strategic planning: LRP + issue management59
Fig. 5.2 Strategic planning and issue management60
Fig. 5.3 Tree of strategic management62
Fig. 6.1 Example of strategic diagnosis86
Fig. 6.2 Managing firm’s adaptation to environment89
Fig. 8.1 Mismatch between present and desired future profiles106
Fig. 8.2 Effect of strategic mismatch on profit potential107
Fig. 8.3 Planning strategic posture124
Fig. 9.1 SBA vs. SBU130
Fig. 9.2 Demand-technology-product life cycles132
Fig. 9.3 Typical evolution of competitive strategy133
Fig. 9.4 Logic of SBA segmentation135
Fig. 9.5 Methods for evaluating the environment140
Fig. 9.6 Management information149
Fig. 9.7 The BCG matrix150
Fig. 9.8 Estimating SBA attractiveness153
Fig. 9.9 Competitive position and strategic investment156
Fig. 9.10 Competitive strategy factors159
Fig. 9.11 The GE-McKinsey matrix160
Fig. 9.12 SBA positioning plot168
Fig. 9.13 Choosing the preferred competitive position168
Fig. 9.14 Choosing best fit strategy172
Fig. 9.15 Choosing the firm’s competitive posture173
Fig. 9.16 Choosing the preferred posture174
Fig. 10.1 Outcomes of positioning analysis187
Fig. 10.2 Dispersion positioning188
Fig. 10.3 Competitive analysis of turbulent environments190
Fig. 11.1 Portfolio scope200
Fig. 11.2 Dimensions of portfolio strategy202
Fig. 11.3 Objectives and goals207
Fig. 11.4 Coupling of strategies and objectives208
Fig. 11.5 Logic of portfolio analysis209
Fig. 11.6 Comparison of two SBA portfolios211
Fig. 11.7 Life cycle balance211
Fig. 11.8 Determining present and maximum functional capability sharing217
Fig. 11.9 Choosing functional synergy strategy and goals218
Fig. 11.10 Choosing strategy synergy221
Fig. 11.11 Estimating future diversity224
Fig. 11.12 Cross-impact of discontinuities on the firm229
Fig. 11.13 Percentage of profits at different levels of flexibility/vulnerability230
Fig. 11.14 Profit and vulnerability/flexibility levels230
Fig. 11.15 Logic of diversity strategy formulation232
Fig. 11.16 Assuring consistency of portfolio strategy234
Fig. 11.17 Selecting optimum strategy237
Fig. 11.18 Profiles of goal achievement238
Fig. 11.19 Logic of strategy/goals239
Fig. 11.20 Logic of strategic posture planning240
Fig. 11.21 Tools for portfolio management242
Fig. 11.22 Opportunistic vs. planned implementation243
Fig. 11.23 Diversification through strategic learning247
Fig. 11.24 Organizational flow of planning249
Fig. 12.1 Demand-technology-product life cycles257
Fig. 12.2 Buyer–seller ‘game matrix’264
Fig. 12.3 Technological factors in strategy268
Fig. 12.4 Impact of technology on strategy270
Fig. 12.5 Degrees of downstream coupling276
Fig. 13.1 Wealth-breeding reactor288
Fig. 13.2 Stages of priorities in a societally responsive firm298
Fig. 13.3 Impact of controls/incentives on business performance299
Fig. 13.4 Analysis of legitimacy strategy304
Fig. 13.5 Sociopolitical response analysis306
Fig. 14.1 Extending demand life cycle317
Fig. 14.2 Extending technology life cycle318
Fig. 14.3 Role triangle in shared authority/responsibility328
Fig. 14.4 Gradual commitment331
Fig. 15.1 Management cycle340
Fig. 15.2 Implementation cycle341
Fig. 15.3 Control cycle341
Fig. 15.4 Extrapolative cycle342
Fig. 15.5 The cycle343
Fig. 16.1 Evolution of structure and systems360
Fig. 16.2 Implementation management361
Fig. 16.3 Historical control management362
Fig. 16.4 Extrapolative management363
Fig. 16.5 Entrepreneurial management (project management, strategic planning, strategic posture planning, issue management)366
Fig. 17.1 Fully developed functional form398
Fig. 17.2 Multinational matrix406
Fig. 17.3 Redesigning the structure413
Fig. 18.1 Decisive management418
Fig. 18.2 Reactive management420
Fig. 18.3 Planned management423
Fig. 18.4 Sequential response to threats in a reactive firm426
Fig. 18.5 Response to threats in a decisive firm427
Fig. 18.6 Response to threats in an entrepreneurial planning firm428
Fig. 19.1 Strategic issue management system434
Fig. 19.2 Strategic issue analysis435
Fig. 19.3 Issue assignment440
Fig. 19.4 Interdependence between T/O and S/W443
Fig. 19.5 Continuing issue detection-evaluation-selection445
Fig. 20.1 Alternative response strategies456
Fig. 20.2 Feasible ranges of response strategies (shaded areas)458
Fig. 20.3 Internal dynamics of response460
Fig. 20.4 Preparedness diagnosis461
Fig. 20.5 Opportunity/vulnerability profile463
Fig. 20.6 Priority assignment in weak signal SIM464
Fig. 20.7 Choosing the system465
Fig. 21.1 Seven symptoms of resistance474
Fig. 22.1 Comparison of Capabilities494
Fig. 22.2 Steps in resistance-inducing sequence497
Fig. 22.3 Resistance and sequence499
Fig. 22.4 Steps in change-motivating sequence500
Fig. 23.1 Choice of change method511
Fig. 24.1 Japanese vs. Western models of strategic action517
Fig. 24.2 ‘Accordion’ method for introduction of change518
Fig. 24.3 Control of implementability525
Fig. 25.1 Dual system531
Fig. 25.2 Control of strategic projects533
Fig. 25.3 Dual budget536
Fig. 25.4 Dual structure538
Fig. 25.5 Master plan for strategy development541
Fig. 25.6 Choice of institutionalization542