1. Chapters
1.1. 3. Diagnosis
1.1.1. Introduction
1.1.1.1. 1. Problem Identification
1.1.1.2. 2. Problem Framing
1.1.1.3. 3. Problem Manifestation
1.1.1.4. 4. Problem Response
1.1.2. The role of diagnosis in strategy
1.1.3. Problem identification
1.1.3.1. Retain a position
1.1.3.2. Gain a position
1.1.3.3. Regain a position
1.1.4. Problem framing
1.1.4.1. Open framing
1.1.4.2. Closed framing
1.1.5. Problem manifestation
1.1.5.1. Symptoms
1.1.5.2. Business issues
1.1.5.2.1. Rules of thum
1.1.5.2.2. 1. Do current measures suggest that things are getting better or worse?
1.1.5.2.3. 2. Why are things changing?
1.1.5.2.4. Temporal dimension of strategy (Fig 3.2)
1.1.5.3. Cultural issues
1.1.5.3.1. Cultural rules of thumb
1.1.5.3.2. Cultural web
1.1.5.3.3. Mismatches
1.1.5.3.4. Organizational culture
1.1.5.4. Political dynamics and governance issues
1.1.5.4.1. Corporate governance
1.1.5.4.2. Principal agent problem
1.1.6. Diagnostic statements
1.1.7. Problem response and prioritization
1.1.8. Developing a diagnosis: Microsoft
1.1.9. Strategists at work: ABB
1.1.10. Do's and don'ts
1.1.11. Influences & Perspectives
1.2. 5. Trends and Opportunities
1.2.1. Introduction
1.2.1.1. Convergence
1.2.1.2. Network effects
1.2.2. The role of the environment in strategy
1.2.2.1. Chicken-Egg problem
1.2.3. The information environment
1.2.3.1. Environmental scanning
1.2.4. Big data and strategy
1.2.5. Capturing and analysing trends
1.2.5.1. PEST - political, economic, social, technological
1.2.6. Working with uncertainty
1.2.6.1. Scenario planning
1.2.7. Understanding industry structures
1.2.7.1. Porter's five forces model
1.2.7.1.1. Porter’s Five Forces Model: The forces which define competitiveness in anindustry are: 1. The bargaining powerof customers. 2. The bargaining powerof suppliers. 3. The degree of competitive rivalry. 4. The threat of new entrants. 5. The threat of substitution.
1.2.8. Articulating your strategy
1.2.9. Strategists at work: Appple
1.2.10. Do's and don'ts
1.2.11. Influences & Perspectives
1.3. 6. Resources and Capability
1.3.1. Introduction
1.3.2. Capability and performance
1.3.3. Current capability
1.3.4. Capability over time
1.3.5. Articulating your strategy
1.3.6. Strategists at work: Twitter
1.3.7. Do's and don'ts
1.3.8. Influences & Perspectives
1.4. 9. Building a Comprehensive Strategy
1.4.1. 10 components of strategy
1.4.1.1. 1. Diagnosis
1.4.1.2. 2. Intent
1.4.1.3. 3. TIme frame
1.4.1.4. 4. Capability
1.4.1.5. 5. Opportunity
1.4.1.6. 6. Aim
1.4.1.7. 7. Tactic
1.4.1.8. 8. Method
1.4.1.9. 9. Competitive stance
1.4.1.10. 10. Competitive scope
1.4.2. 3 variants of strategy statment
1.4.2.1. 1. Minimal robust strategy
1.4.2.2. 2. Intermediate strategy
1.4.2.3. 3. Fully specified strategy
1.4.3. Strategists at work: Oticon
1.4.4. Do's and don'ts
1.4.5. Influences & Perspectives
1.5. 10. The Strategy Cycle
1.5.1. Introduction
1.5.2. The illusion of control
1.5.3. Rules of thumb
1.5.4. Strategists at work: Honda
1.5.5. Do's and don'ts
1.5.6. Influences & Perspectives
1.6. 11. From Logic to Action
1.6.1. Introduction
1.6.2. Action in strategy
1.6.2.1. 3 views of action
1.6.2.1.1. 1. Rational
1.6.2.1.2. 2. Cultural
1.6.2.1.3. 3. Creative
1.6.3. Rethinking implementation
1.6.3.1. Emergent strategy and culture
1.6.4. The creativity of action
1.6.5. Influences
1.7. 12. Complexity, Strategy, Transformation and Leadership
1.7.1. Introduction
1.7.2. Complexity theory
1.7.3. Conditioned emergence
1.7.4. Rules, rulers, and bards: Storytelling and the art of strategic leadership
1.7.5. Influences
1.8. 13. The Strategy Cycle in Practice
1.8.1. StrategyStory and the strategy cycle: A brief history
1.8.2. Story, storytelling, and StrategyStory
1.8.3. Crafting and producing a compelling story
1.8.3.1. 1. People
1.8.3.2. 2. Plot
1.8.3.3. 3. Tension
1.8.3.4. 4. Surprise
1.8.4. Why create a 'storytelling' culture
1.8.5. How do we do it?
1.8.5.1. Phase 1: People
1.8.5.2. Phase 2: (Infra)structure
1.8.5.3. Phase 3: Communications
1.8.6. The storytelling culture: In context and detail
1.8.7. Do's and don'ts
1.9. Cases (4)
1.9.1. Apple
1.9.2. Nokia
1.9.3. ABB
1.9.4. Nine Dragons
1.10. Appendices
1.10.1. 1 The Strategcy Cycle Templates
1.10.2. Writing a Strategic Plan
1.10.3. Writing Strategy Assignments
2. Sessions
2.1. 1. Overview
2.1.1. 1. Introduction
2.1.1.1. Strategy
2.1.1.1.1. What is strategy
2.1.1.1.2. Failure rates of strategic planning
2.1.1.1.3. Written and spoken strategy work
2.1.1.1.4. Icarus paradox
2.1.1.1.5. Strategy cycle
2.1.1.2. Strategy styles
2.1.1.2.1. Intent-driven strategists
2.1.1.2.2. Trend-driven strategists
2.1.1.2.3. Resource-driven strategists
2.1.1.3. Strategy in action
2.1.1.4. How the book works
2.1.1.4.1. Sources and insights
2.1.2. 2. A Brief History of Strategy and Strategists
2.1.2.1. Military and political strategy
2.1.2.2. Modern strategy
2.1.2.2.1. Structure follows strategy
2.1.2.2.2. Corporate strategy steps
2.1.2.2.3. SWOT
2.1.2.3. Beyond planning
2.1.2.3.1. Ansoff
2.1.2.3.2. Porter
2.1.2.4. The role of resources
2.1.2.5. A focus on the strategist
2.1.2.5.1. Strategy as practice
2.1.2.6. Influences & Perspectives
2.1.3. 1. Introduction to Strategy and Strategists
2.2. 2. Intent and Diagnosis
2.2.1. 4. Strategic Intent
2.2.1.1. Introduction
2.2.1.2. Mission, vision and other related concepts
2.2.1.2.1. Values
2.2.1.3. 'Kill Darius'
2.2.1.4. Strategic intent in business
2.2.1.5. A sense of purpose
2.2.1.6. Intent and social impact
2.2.1.6.1. CSR - corporate social responsibility
2.2.1.6.2. Shread value
2.2.1.7. Specifying intent
2.2.1.8. Articulating your strategy
2.2.1.9. Strategists at work: Nine Dragons
2.2.1.10. Dos and don'ts
2.2.1.11. Influences & Perspectives
2.3. 3. External
2.4. 4. Internal 1
2.5. 5. Internal 2
2.6. 6. Options
2.6.1. 7. Strategic Options
2.6.1.1. Introduction
2.6.1.2. Aim
2.6.1.3. Tactic
2.6.1.4. Method
2.6.1.4.1. Organic
2.6.1.4.2. Acquisition
2.6.1.4.3. Partnership
2.6.1.4.4. Divestment
2.6.1.5. Competitive stance
2.6.1.6. Competitive scope
2.6.1.7. The options configurator
2.6.1.8. Strategists at work: Nokia
2.6.1.9. Dos and don'ts
2.6.1.10. Influences & Perspectives
2.6.2. 8. Evaluating Strategy
2.6.2.1. Is the option --
2.6.2.1.1. Appropriate
2.6.2.1.2. Achievable
2.6.2.1.3. Astute
2.6.2.1.4. Sustainability
2.6.2.2. Strategists at work: Admiral Insurance
2.6.2.3. Dos and don'ts
2.6.2.4. Influences & Perspectives
2.6.3. 6. Generating, Selecting and Evaluating Options