Strategy Bites Back: It is a Lot More, and Less, Than You Ever Imagined ....

Book description

Strategy Bites Back is the antidote to conventional strategy books -- and conventional strategy formation. Edited by the legendary Henry Mintzberg, it contains contributions from everyone from Gary Hamel to Napoleon Bonaparte, Michael Porter to Hans Christian Andersen: essays, poems, case studies, cartoons, whatever it takes to 'free your mind' and unleash the crucial emotional side of strategy formation. Coverage includes: strategy and brinkmanship, culture, seduction; strategy lessons from your mother, from beehives, chess grandmasters, even the National Zoo. Along the way, Mintzberg and his colleagues take on the sacred cows and entrenched beliefs that keep strategists from recognizing their most powerful options. Strategy Bites Back doesn't just make strategy fun: it helps define strategies that offer huge upsides and real inspiration.

Table of contents

  1. Copyright
  2. Acknowledgments
  3. Introduction Strategy for Fun
    1. SWOTed by strategy
    2. Strategy carefully
    3. Figuring strategy
    4. A vision of strategy
    5. Inside the strategist’s head
    6. Strategy a step at a time
    7. Strategy with the gloves off and the halo on
  4. 1. What’s in a Word?
    1. Introduction to Chapter 1
    2. What’s in a Buzzword?
    3. “Eenie, Meenie, Minie, Mo . . . .”
    4. What is Strategy?
    5. Five Ps for Strategy
      1. Strategy is a plan
      2. Strategy is a ploy
      3. Strategy is a pattern
      4. Strategy is a position
      5. Strategy is a perspective
    6. Beware of Strategy
    7. Are Strategies Real Things?
  5. 2. Swoted by Strategy
    1. Introduction to Chapter 2
    2. The Other Tower of Babel
      1. On the matter of Strengths
      2. On the matter of Weaknesses
      3. On the matter of Opportunities
      4. On the matter of Threats
    3. Strategy as a “Little Black Dress”
    4. The CEO as Strategist
    5. The Manager as Orchestra Conductor?
    6. The Tortoise and the Hare: A Fable for Senior Executives
    7. Jack’s Turn
    8. References
      1. Bibliography
  6. 3. Strategy Carefully
    1. Introduction to Chapter 3
    2. The Revolution in Strategic Planning
    3. Jack Welch on Planning
    4. The Seven Deadly Sins of Planning
    5. Planning in Case
    6. Forecasting: Whoops!
    7. Plans in Case You are Stuck
    8. The Creation
    9. How to Plan a Strategy
    10. Speech at the Second Plenary Session of the Eighth Central Committee of the Communist Party of China
    11. Planning and Flexibility
      1. Keeping the ship on course
      2. Keeping the battle on course
      3. The fallacy of formalization
    12. References
      1. Bibliography
    13. Management and Magic
      1. Forecasting
    14. References
      1. Bibliography
  7. 4. Figuring Strategy
    1. Introduction to Chapter 4
    2. Launching Strategy
      1. The vehicle (organization)
      2. The projectile (products and services)
      3. The target (markets)
      4. Industry and group
      5. The fit (strategic positions)
      6. Rivalry (competition)
      7. Contestability
    3. References
      1. Bibliography
    4. Positioning the Derrière: Toilet Nirvana
    5. The Soft Underbelly of Hard Data
    6. References
      1. Bibliography
    7. The Glory of Numbers
    8. Reversing the Images of BCG’s Growth/Share Matrix
      1. Every dog has its day
      2. What do you get from a cash cow?
      3. The investment needed to produce creative ideas is small
      4. The fault lies not in our stars, but in ourselves . . . .
      5. Conclusion
  8. 5. A Vision of Strategy
    1. Introduction to Chapter 5
    2. To See or Not to See
    3. Imaging Strategy
    4. Strategic Thinking as “Seeing”
    5. Seeing a Symphony
    6. The Problem with Problems
    7. “Marketing Myopia” Myopia
    8. References
      1. Bibliography
    9. Recognizing the CEO as Artist
    10. Reflections of an Entrepreneur
    11. Entrepreneurship and Planning
    12. Managing Quietly
    13. Reference
      1. Bibliography
    14. What My Mother Taught Me About Strategy
  9. 6. Inside the Strategist’s Head
    1. Introduction to Chapter 6
    2. Biases and Limitations of Judgment: Humans
    3. Reference
      1. Bibliography
    4. Biases and Limitations of Judgment: Animals
      1. The pigeon
      2. The pike
    5. Everything I Need to Know About Strategy I Learned at the National Zoo
      1. Test l: Image
      2. Test 2: Intention
      3. Test 3: Flexibility
    6. The Man vs. The Machine
    7. Think Like a Grandmaster
    8. The Emperor’s New Suit
    9. Management Expert Gary Hamel Talks with Enron’s Ken Lay About What It’s Like to Launch a New Strategy in the Real World
  10. 7. Strategy a Step at a Time
    1. Introduction to Chapter 7
    2. Good Managers Don’t Make Policy Decisions
      1. Keeping well informed
      2. Focusing time and energy
      3. Playing the power game
      4. Value of sense of timing
      5. The art of imprecision
      6. Maintaining viability
      7. Avoiding policy straitjackets
      8. Muddling with a purpose
    3. Backing into a Brilliant Strategy: Reports on Honda
      1. From the Boston consulting group report
      2. From the interview with the Honda managers
    4. Compare Some of the Words Used in the BCG Report on Honda With Some of the Words Used By the Honda Managers
      1. BCG words
      2. Honda managers’ words
    5. United States Imports of Motorcycles and Parts
    6. Whatever Happened to the British Motorcycle Industry?
    7. Ruminations on Honda
    8. Bees and Flies Making Strategy
    9. Growing Strategies: Two Ways
      1. The Hothouse model (for bees)
      2. The Grassroots model (for flies)
    10. Strategies That Learn
      1. New voices
      2. New conversations
      3. New perspectives
      4. New passions
      5. Experimentation
    11. Strategy Up and Down
      1. Top-down transformation by John Kotter
      2. Bottom-up change by Michael Beer, Russell Eisenstat, and Bert Spector
    12. Strategy is Destiny
    13. Talk the Walk
    14. How To Fight the Strategic Wars
    15. Looking a Few Steps Back
    16. The Calf Path
  11. 8. Strategy With the Gloves Off and the Halo on
    1. Introduction to Chapter 8
    2. Chess in the Real World
    3. Bees in the Real World
    4. Laws of Power
      1. Conceal your intentions
      2. Win through your actions, never through argument
      3. Crush your enemy totally
      4. Keep others in suspense—cultivate an air of unpredictability
      5. Use the surrender tactic
      6. Concentrate your forces
      7. Re-create yourself
      8. Plan all the way to the end
      9. Control the options—get others to play with the cards you deal
      10. Master the art of timing
      11. Stir up waters to catch fish
      12. Disarm and infuriate with the mirror effect
      13. Preach the need for change, but never reform too much at once
      14. Do not go past the mark you aimed for; in victory, learn when to stop
      15. Assume formlessness
    5. Planning as Public Relations
    6. References
      1. Bibliography
    7. Brinkmanship in Business
      1. Friendly competitors
      2. Cold war tactics
      3. Consequence
      4. The nonlogical strategy
      5. Rules for the strategist
    8. Strategy and the Art of Seduction
    9. Strategy is Culture is Strategy
    10. References
      1. Bibliography
    11. Five Easy Steps to Destroying a Rich Culture (Any One Will Do)
    12. How Destructive Cultures Develop
  12. 9. Final Food for Thought
    1. Introduction to Chapter 9
    2. Be Your Body’s Boss
    3. Recipes for Cooking Strategy
      1. Strategy soufflé
      2. For the love of strategy

Product information

  • Title: Strategy Bites Back: It is a Lot More, and Less, Than You Ever Imagined ....
  • Author(s): Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel
  • Release date: April 2005
  • Publisher(s): Pearson
  • ISBN: 9780131857773