CHAPTER 7
PROCESS
WHAT IT'S ALL ABOUT 
- Defining the ambition
- Dealing with uncertainty
- The fallible brain
- Improving objectivity with people and process
- Dealing with time pressures
- Creating a strategy team
- Spotting biases
- Fine-tuning the process
The previous chapter describes how to prioritise and sequence the strategy questions. This defines the skeleton – the broad characteristics – of the strategy process. For example, if you choose the Full Monty approach, you will need several weeks to collect and analyse data on the internal and external situation and on how things may trend over time. You must then spend time framing the issue and analysing ...
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