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by Harvard Business Review
HBR Guide to Setting Your Strategy
Cover
Series Page
Title Page
Copyright
What You’ll Learn
Contents
Introduction: Get the Strategy You Need—Now
Section One: What Is Strategy?
1. Defining Strategy, Implementation, and Execution
2. Five Myths About Strategy
3. Your Strategic Plans Probably Aren’t Strategic, or Even Plans
Section Two: Lay the Foundation
4. Your Strategy Needs a Strategy
5. The Different Approaches Firms Use to Set Strategy
6. Six Tips for Running Offsites That Aren’t a Waste of Time
7. Stakeholders First, Strategy Second
Section Three: Develop Your Strategy
8. Strategy Needs Creativity
9. Five Questions to Build a Strategy
10. Four Types of Competition That CanThreaten Your Company
11. How to Do Strategic Planning Like a Futurist
12. Ecosystem Businesses Are Changing the Rules of Strategy
13. Put Purpose at the Core of Your Strategy
Section Four: Test Your Strategic Choices
14. Four Ways to Pressure-Test Your Strategy
15. Which Strategy “Comfort Traps”Are You Falling Into?
16. Identify the New Capabilities You Need
17. A Simple Way to Test Your Company’s Strategic Alignment
Section Five: Communicate Your Strategy
18. Leading Change and Strategic Transitions
19. Explain Your New Strategy by Emphasizing What It Isn’t
20. Discussing Strategy Across Cultures
Section Six: Execute the Strategy and Learn from It
21. Your Strategy Should Be a Hypothesis You Constantly Adjust
22. Your Strategy Has to Be Flexible—but So Does Your Execution
23. Stop Letting Quarterly Numbers Dictate Your Strategy
24. Strategy Is All About Practice
Index
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