What You Need to Know about Strategy

Table of contents

1. Cover Page
2. Title Page
3. Copyright
4. CONTENTS
5. INTRODUCTION
6. CHAPTER 1: WHAT IS STRATEGY?
   1. WHAT STRATEGY IS
   2. WHY STRATEGY IS IMPORTANT
   3. THE BASIC STRATEGY QUESTIONS
   4. ANSWERING THE QUESTIONS
7. CHAPTER 2: FROM THE OUTSIDE
   1. DEFINING INDUSTRY BOUNDARIES
   2. SEGMENTATION
   3. HOW TO SEGMENT
   4. DEVELOPING ALTERNATIVE SEGMENTATIONS
   5. PICKING A USEFUL SEGMENTATION
   6. INDUSTRY ATTRACTIVENESS
   7. THE FIVE FORCES
   8. ISSUES WITH USING THE FIVE FORCES FRAMEWORK
   9. THE MACRO-ENVIRONMENT
8. CHAPTER 3: FROM THE INSIDE
   1. CREATING VALUE FOR CUSTOMERS
   2. EVALUATING CUSTOMER VALUE CREATION
   3. THE IMPORTANCE OF COMPETITIVE ADVANTAGE
   4. DIFFERENT WAYS TO EVALUATE ADVANTAGE
   5. EVALUATING COST AND CUSTOMER VALUE ADVANTAGE
   6. EVALUATING POSITIONAL SOURCES OF ADVANTAGE
   7. EVALUATING CAPABILITIES
   8. ARE WE WINNING?
   9. THE VALUE CHAIN
   10. DEFINING THE MISSION AND OBJECTIVES
   11. STAKEHOLDER ANALYSIS
   12. SUMMARISING THE OVERALL SITUATION
   13. A REALITY CHECK: WHAT IS ACTUAL PERFORMANCE?
9. CHAPTER 4: EVOLUTION
   1. TRICKY UNCERTAINTY
   2. OVERALL APPROACHES TO DEALING WITH UNCERTAINTY
   3. GENERATING A LIST OF POTENTIAL UNCERTAINTIES
   4. SCENARIOS
   5. MODELLING EVOLUTION
   6. BROADER TRENDS
   7. INDUSTRY ANALOGIES
   8. BEHAVIOUR
   9. PRIORITISING UNCERTAINTIES
10. CHAPTER 5: ISSUES AND OPTIONS
    1. THE POWER OF FRAMING
    2. GENERATING NEW FRAMES
    3. NARROWING THE FRAME
    4. GENERATING OPTIONS
    5. GENERATING OPTIONS FROM THE BOTTOM UP
    6. GENERATING OPTIONS USING STRATEGY TOOLS AND FRAMEWORKS
    7. GENERATING OPTIONS USING GENERIC STRATEGIES
    8. GENERATING OPTIONS THAT DEAL WITH UNCERTAINTY
    9. GENERATING CUNNING OPTIONS
    10. EVALUATING OPTIONS
    11. EVALUATING FEASIBILITY
    12. EVALUATING RISK/RETURN
    13. ITERATING
11. CHAPTER 6: THE PRIORITIES
    1. THE FULL MONTY APPROACH
    2. THE QUICK-AND-DIRTY APPROACH
    3. THE FUTURE THINKING APPROACH
    4. THE ISSUES APPROACH
    5. THE OPTIONS APPROACH
    6. THE TEST-AND-LEARN APPROACH
    7. ONE MORE APPROACH: INTUITIVE BOUNCING
    8. HOW TO PICK THE RIGHT APPROACH
12. CHAPTER 7: PROCESS
    1. DEFINING THE AMBITION
    2. PRECISION
    3. THE FALLIBLE BRAIN
    4. IMPROVING OBJECTIVITY WITH PROCESS AND PEOPLE
    5. WHEN TIME IS SHORT...
    6. THE STRATEGY TEAM
    7. BRINGING THE DESIGN TOGETHER
    8. INDIVIDUAL BIASES
    9. FINE TUNING THE PROCESS
13. CHAPTER 8: ENGAGEMENT
    1. WHAT STRATEGY ENGAGEMENT IS
    2. WHY COLLABORATIVE ENGAGEMENT IS IMPORTANT
    3. HOW TO ENGAGE THE ORGANISATION COLLABORATIVELY IN CREATING OPTIONS
    4. PRACTICAL TIPS ON GENERATING ENGAGEMENT
    5. SHARING FINDINGS
    6. ENGAGING THE ORGANISATION IN CHOOSING AN OPTION
    7. WHY ENGAGEMENT DOESN'T STOP AT THE DECISION
    8. WHEN A MORE COLLABORATIVE APPROACH IS IMPORTANT
    9. LEADERSHIP AND CULTURE
14. ON YOUR WAY
15. ACKNOWLEDGEMENTS
16. INDEX