Strategic Analysis and Action

Preface. Introduction. 1. The Job of General Manager. The Job of the General Manager. Assessing Performance. Setting Direction: Vision, Mission, Values. From Vision, Mission, and Values to Strategy. Summary. Notes. Additional Readings. 2. Strategy. The Essentials of the Strategy Model. The Role of Strategy. Strategy in a Single Business. Goals. Product Market Focus. Value Proposition. Core Activities. Putting the Strategy Components Together. Assessing Coherence of the Strategy. Other Strategy Perspectives. Corporate Strategy. Summary. Notes. Additional Readings. 3. The Diamond E-Framework. Introducing the Diamond-E Framework. The Criterion of Consistency. Using the Diamond-E Framework. Strategic Tension. The Process of Strategic Analysis. Summary. Notes. 4. Tools for Environment Analysis. Porter's Five Forces Model. Industry Value Chain. Cooperation and Competition: Game Theory. Pest. Scenario Planning. New Economy Models. Global Industry Models. Comparing and Contrasting Industry Analysis Frameworks. Notes. 5. Environmental Analysis: The Strategy-Environment Linkage. Conducting Environmental Analysis. Step 1: Focus the Environment Analysis. Step 2: Test the Strategy-Environment Linkage. Step 3: Forecast Performance. Step 4: Rank Against Other Proposals. Summary. Notes. Additional Readings. 6. Resource Analysis: The Strategy-Resource Linkage. The Nature of Resources.Other Characterizations of Resources. Resources and Competitive Advantage. The Dual Role of Resources. Resource Analysis. Step 1: Identify Resource Requirements. Step 2: Test the Strategy-Resource Linkage. Step 3: Develop Gap-Closing Analysis. Step 4: Move to the Next Step in the Diamond-E Drill. Dynamic Resources and Capabilities. Resources and the Scope of the Firm. Summary. Notes. Additional Readings. 7. Management Preference Analysis: The Strategy-Management Preference Linkage. Management as a Key Stakeholder. The Role of Management Preferences. The Roots of Strategic Preference. Matching Preferences and Strategy. Step 1: Identify the Required Management Preferences. Step 2: Test the Strategy-Preferences Linkage. Step 3: Develop Gap-Closing Analysis. Management Preference and Competitive Analysis. Summary. Notes. Additional Readings. 8. Strategy and Organization. Organizational Capabilities. Behaviour. Culture. Step 1: Identify Required Organizational Capabilities. Step 2: Identify Capability Gaps. Step 3: Develop New Organizational Capabilities. Organization Structure. Management Processes. Leadership Behaviour. Using All Three Leverage Points. Step 4: Assess Feasibility. Summary. Notes. 9. Strategic Choice. Strategy Formulation as a Dynamic Process. The Practical Matter of Strategic Choice at a Point in Time. Notes. 10. Implementing Strategy: Change Agenda and Starting Conditions. Implementing Strategic Change. The Change Plan. Change Agenda. Analysis of Starting Conditions. Urgency for Action: The Crisis Curve. Organizational Readiness for Change. Personal Readiness for Change. The View From Below. Summary. Notes. Additional Readings. 11. Implementing Strategy: Guidelines and Action. Establishing Guidelines for Action. Priority Objectives. Action Priorities. Leadership Style. Pace. Generic Guidelines. Creating an Action Plan. Summary. Notes. Additional Readings. Index.