Strategy Beyond the Hockey Stick by Bradley, Chris -- Read -- Imperial Library of Trantor

Index

Cover Title Page Copyright Dedication Contents Introduction Welcome to the strategy room

You are not alone The villain is the social side of strategy Where is the outside view? Making big moves happen The journey ahead of us

Chapter 1 Games in the strategy room—and why people play them

The social side of strategy, in action The dreaded hockey stick Can we handle the truth? Playing the inside game Send in the guru The wrong problem for human brains The biased mind Now . . . add social dynamics to the mix When the inside view remains unchecked

Chapter 2 Opening the windows of your strategy room

The right yardstick Your business lives on a Power Curve What we see on the map Why you are where you are A fresh perspective with the outside view

Chapter 3 Hockey stick dreams, hairy back realities

The rise of the hairy back Getting to yes A haircut from finance Bold forecasts Timid plans Corporate peanut butter Shooting for the known Real hockey sticks

Chapter 4 What are the odds?

The knowable probability of success Flight paths of the upwardly mobile A tale of three companies Where are the odds in the strategy room? The push for certainty You are your numbers

Chapter 5 How to find the real hockey stick

What’s different this time? Check the facts The odds that matter: Yours The 10 variables that make the difference Endowment Trends Moves It all matters The mobility dashboard Know the odds Is that all?

Chapter 6 The writing is on the wall

A very different conversation about strategy Tennis or badminton? Industries are escalators Change your industry or change industries Consider changing locations, too Go micro The need for privileged insights Acting on the writing on the wall The four stages of a disruptive trend Stage one: Signals amid the noise Stage two: Change takes hold Stage three: The inevitable transformation The hardest stage Stage four: Adapting to the new normal

Chapter 7 Making the right (big) moves

Big moves are essential Corning’s story Programmatic M&A and divestitures Active resource re-allocation To re-allocate, you have to de-allocate Strong capital programs Caution on capex Distinctive productivity improvement Running fast and getting nowhere Differentiation improvement Are you playing to your advantage? Big moves make for good strategy

Chapter 8 Eight shifts to unlock strategy

From annual planning . . . to strategy as a journey From getting to “yes” . . . to debating real alternatives From peanut butter . . . to picking your 1-in-10s From approving budgets . . . to making big moves From budget inertia . . . to liquid resources From sandbagging . . . to open risk portfolios From “you are your numbers” . . . to a holistic performance view From long-range planning . . . to forcing the first step The package deal Epilogue New life in the strategy room Acknowledgments Appendix

About our sample and method A note on economic profit and total returns to shareholders How the odds look different from the top or bottom Life at the top Life at the bottom

Notes Index WILEY END USER LICENSE AGREEMENT