What You Need to Know about Strategy by Jo Whitehead -- Read -- Imperial Library of Trantor

Index

Cover Page Title Page Copyright CONTENTS INTRODUCTION CHAPTER 1: WHAT IS STRATEGY?

WHAT STRATEGY IS WHY STRATEGY IS IMPORTANT THE BASIC STRATEGY QUESTIONS ANSWERING THE QUESTIONS

CHAPTER 2: FROM THE OUTSIDE

DEFINING INDUSTRY BOUNDARIES SEGMENTATION HOW TO SEGMENT DEVELOPING ALTERNATIVE SEGMENTATIONS PICKING A USEFUL SEGMENTATION INDUSTRY ATTRACTIVENESS THE FIVE FORCES ISSUES WITH USING THE FIVE FORCES FRAMEWORK THE MACRO-ENVIRONMENT

CHAPTER 3: FROM THE INSIDE

CREATING VALUE FOR CUSTOMERS EVALUATING CUSTOMER VALUE CREATION THE IMPORTANCE OF COMPETITIVE ADVANTAGE DIFFERENT WAYS TO EVALUATE ADVANTAGE EVALUATING COST AND CUSTOMER VALUE ADVANTAGE EVALUATING POSITIONAL SOURCES OF ADVANTAGE EVALUATING CAPABILITIES ARE WE WINNING? THE VALUE CHAIN DEFINING THE MISSION AND OBJECTIVES STAKEHOLDER ANALYSIS SUMMARISING THE OVERALL SITUATION A REALITY CHECK: WHAT IS ACTUAL PERFORMANCE?

CHAPTER 4: EVOLUTION

TRICKY UNCERTAINTY OVERALL APPROACHES TO DEALING WITH UNCERTAINTY GENERATING A LIST OF POTENTIAL UNCERTAINTIES SCENARIOS MODELLING EVOLUTION BROADER TRENDS INDUSTRY ANALOGIES BEHAVIOUR PRIORITISING UNCERTAINTIES

CHAPTER 5: ISSUES AND OPTIONS

THE POWER OF FRAMING GENERATING NEW FRAMES NARROWING THE FRAME GENERATING OPTIONS GENERATING OPTIONS FROM THE BOTTOM UP GENERATING OPTIONS USING STRATEGY TOOLS AND FRAMEWORKS GENERATING OPTIONS USING GENERIC STRATEGIES GENERATING OPTIONS THAT DEAL WITH UNCERTAINTY GENERATING CUNNING OPTIONS EVALUATING OPTIONS EVALUATING FEASIBILITY EVALUATING RISK/RETURN ITERATING

CHAPTER 6: THE PRIORITIES

THE FULL MONTY APPROACH THE QUICK-AND-DIRTY APPROACH THE FUTURE THINKING APPROACH THE ISSUES APPROACH THE OPTIONS APPROACH THE TEST-AND-LEARN APPROACH ONE MORE APPROACH: INTUITIVE BOUNCING HOW TO PICK THE RIGHT APPROACH

CHAPTER 7: PROCESS

DEFINING THE AMBITION PRECISION THE FALLIBLE BRAIN IMPROVING OBJECTIVITY WITH PROCESS AND PEOPLE WHEN TIME IS SHORT... THE STRATEGY TEAM BRINGING THE DESIGN TOGETHER INDIVIDUAL BIASES FINE TUNING THE PROCESS

CHAPTER 8: ENGAGEMENT

WHAT STRATEGY ENGAGEMENT IS WHY COLLABORATIVE ENGAGEMENT IS IMPORTANT HOW TO ENGAGE THE ORGANISATION COLLABORATIVELY IN CREATING OPTIONS PRACTICAL TIPS ON GENERATING ENGAGEMENT SHARING FINDINGS ENGAGING THE ORGANISATION IN CHOOSING AN OPTION WHY ENGAGEMENT DOESN'T STOP AT THE DECISION WHEN A MORE COLLABORATIVE APPROACH IS IMPORTANT LEADERSHIP AND CULTURE

ON YOUR WAY ACKNOWLEDGEMENTS INDEX