The Strategy Book PDF eBook

Pearson HigherEducation (Verlag)
  • 3. Auflage
  • |
  • erschienen am 27. November 2019
  • |
  • 288 Seiten
E-Book | PDF mit Adobe-DRM | Systemvoraussetzungen
978-1-292-26414-1 (ISBN)

Thinking strategically is what separates managers and leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real world strategies.

The Strategy Book focuses on how you can create powerful strategies to deliver success in a competitive world. It answers the following questions:

· What do we know about strategy?

· What can creative strategy do for you?

· How can you effectively create winning strategies?

· How to think and act strategically?

· How can you engage people with strategy?

· How do you avoid pitfalls, problems, and screw-ups?

It can be read as a whole or you can dip into the easy-to-read, bite-size sections as and when you need to deal with a particular issue. The structure has been specially designed to make sections quick and easy to use - you'll find yourself referring to them again and again.

3. Auflage
  • Englisch
  • Harlow
  • |
  • Großbritannien
  • Digitale Ausgabe
  • 2,19 MB
978-1-292-26414-1 (9781292264141)
weitere Ausgaben werden ermittelt

Max Mckeown (PHD, MBA, FRSA) is an author, consultant and popular speaker. He shares cutting edge research with clients in the real world of major corporations. He is the author of several books including The Truth about Innovation, Adaptability and best-selling, award-winning The Strategy Book.

Max has a PhD and MBA with a speciality in strategic change and an MSc in Psychology. His research focuses on the relative effectiveness of different approaches to strategy and innovation - particularly environment and adaptation - in search of how best to deliberately create better ways of doing everything.

His clients are across multiple sectors including: Phillips, Langham Hotels, Oracle, PWC, Microsoft, Virgin, Sun International, 2012 Olympics, Skype, Sony, Toyota, TopShop, Arcadia, Metro Group, TRW Automotive, Pfizer, J&J, Royal Mint, Barclays, Lloyds, Nandos, Levis, Vodafone, Capital One, GE, ITV and HSBC. /

  • Front Cover
  • Praise for The Strategy Book
  • Half Title Page
  • Title Page
  • Copyright Page
  • Contents
  • About the author
  • First words
  • Introduction
  • What is strategy?
  • part 1 Your strategic self
  • Shaping the future
  • Thinking before you plan
  • Becoming a strategic thinker
  • Selling your strategy
  • part 2 Thinking like a strategist
  • Reacting is as important as planning
  • Taking risks (jump your uncertainty gaps)
  • Looking over your shoulder
  • Knowing where the grass (really) is greener
  • part 3 Creating your strategy
  • Seeing the big picture
  • Finding position, intention and direction
  • Looking for advantages
  • Making strategic decisions and choices
  • Adapting to your competitive environment
  • part 4 Winning with strategy
  • Winning strategy games
  • Creating new markets
  • Getting ahead of your strategic group
  • Growing your business (again and again)
  • Going global without going broke
  • Knowing what you can do best
  • part 5 Making your strategy work
  • Managing your strategy process
  • Meetings for strategic minds
  • Managing change, making strategy work
  • Understanding what can go wrong
  • Saving your company from failure
  • part 6 The strategy book toolkit
  • The basic (powerful) strategy questions
  • Quick start strategy
  • SWOT analysis
  • Porter's 5 forces of competition
  • Porter's generic strategies
  • Burgelman's strategy dynamics model
  • Porter's value chain and value system
  • Core competencies and resource-based view
  • Nonaka and Takeuchi's knowledge spiral
  • Peters, Athos and Waterman's 7-S framework
  • Scenario planning
  • Ansoff's growth grid
  • The Boston Consulting Group (BCG) growth share matrix
  • Kim and Mauborgne's four actions
  • Greiner's growth (and crisis) model
  • De Wit and Meyer's strategy tensions
  • Cummings and Wilson: orientation and animation
  • Lewin's force field analysis
  • Kotter's eight phases of change
  • Kaplan and Norton's balanced scorecard
  • Hrebiniak's model of strategy execution
  • Hammer and Champy's business process redesign
  • Michaud and Thoenig's strategic orientation
  • Burgelman and Grove's strategy bet model
  • Argyris's double and single loop learning
  • Mintzberg's deliberate and emergent strategy
  • Johnson's white space model
  • Prahalad and Hart's bottom of the pyramid
  • Stacey's strategy from complexity
  • Hart's sustainability value framework
  • House of strategy
  • Innovation + strategy = adaptability
  • Final words
  • Further reading
  • Publisher's acknowledgements
  • Index
  • Back Cover

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