.- Section 1: Book Introduction.
.- 1. Introduction: Strategy, change and transformational project leadership.
.- Section 2: The Strategy Process, Sustainability and People.
.- 2. Introduction: The strategy process, sustainability and people.
.- 3. The beauty of strategic change initiatives: A story about psychological pain and pleasure on the path to greatness.
.- 4. How can project management help the organisation constructively advance its strategic change agenda?.
.- 5. Strategic change as wayfinding.
.- 6. Sustainability and complexity in strategic management: A new methodological perspective and its application in the EU auto industry.
.- 7. The portfolio hierarchy and the strategically agile organization.
.- Section 3: The Financial Strategy, Sustainability and People.
.- 8. Introduction: The financial strategy, sustainability and people.
.- 9. Towards a sustainable future: Participating in and benefiting from the circular economy.
.- 10. Strategic management accounting at the environmentally responsible organization.
.- 11. Organisations' human, resource and risk tolerance architectures: Realising them through the financial strategy.
.- Section 4: The Customer Value Creation Strategy, Sustainability and People.
.- 12. Introduction: The customer value creation strategy, sustainability and people.
.- 13. Sustainable business models.
.- 14. Customer value creation at organisations where customers' customers are customers and their stakeholders are customers too.
.- 15. Value creation value capture revisited: Resource, entrepreneurial and relational orientations.
.- Section 5: The Resource Strategy, Sustainability and People.
.- 16. Introduction: The resource strategy, sustainability and people.
.- 17. Culture is everything: What are we really trying to do when we transform an organisation?.
.- 18. Agile processes and the use of discretion as it is needed: Getting the balance right.
.- 19. Strategic decisions and fundamental skills: The car of the future analogy, AI and the next generations of learning management systems.
.- 20. Cumulative theory development over 10 years of organisational change case studies: What really matters?.
.- 21. Strategic talent management.
.- 22. Transforming the business portfolio: The Interactions and systems that are necessary at large project-based organisations.
.- Section 6: Non-Market Strategies, Sustainability and People.
.- 23. Introduction: Non-market strategies, sustainability and people.
.- 24. The conundrum of a sustainable prosperous future.
.- 25. Agility and the public sector.
.- 26. Augmenting employee talents through focused volunteer attraction-retention strategies: An Australian disability services case study.
.- 27. When every second counts: Implementing disaster relief strategically.
.- 28. Structuring stakeholder engagement for improving project, operational and strategic effectiveness: A public sector case.
