Index

ABN Amro, 179, 180

actions

definition of, 26

identifying project-/program-level, 28

translating purpose into, 142

adaptive strategic style, 36, 37, 39–41

ad hoc firms, 54, 56–57

administrative firms, 54–55, 56–57

agendas, for meetings, 62–63

agile approaches, 3

competitive environment and, 34

strategic styles and, 44–45

strategy versus, 21–22

Ahlqvist, Magnus, 137, 142

Alibaba, 85, 124, 125–128, 129

alignment, strategic, 171–180

allies, 188

Alphabet, 20–21

alternate realities, 152–153

Amazon, 19, 86, 124, 127–128

competitive advantage of, 20–21

regulators and, 129

strategy change at, 213

ambiguity, 211

analytical tools, 79–81, 95

Apple, 20–21, 85–86, 112

ARM, 177

aspirations, 96, 97–103. See also strategy choice cascade

assumptions

about stakeholders’ wants, 74–75

contrast strategy process and, 81, 82–84

long-term strategy and, 18–19

Audi, 90

balanced scorecards, 197

Banfield Pet Hospital, 133, 140

Barclays, 178

Barden, Mark, 90

Beautiful Constraint, A (Morgan and Barden), 90

biomimetics, 91

Blockbuster, 82

blockchain, 86, 108

blue ocean, 36

BMW, 85

board members, 229

Bonobos, 89

Bradford, David, 184

Brandt, Anthony, 84–85

breakthrough strategies

combination, 81, 84–87

constraint, 81, 87–90

context, 81, 91–93

contrast, 81, 82–84

Buffett, Warren, 124, 232

bundling products/services, 83–84

business life cycles, 49

business models, 80

business unit strategy, 3, 12–13

strategic alignment and, 172

strategic styles and, 48–50

capabilities

agility as, 21–22

building adaptive, 46

customer needs and, 162–163

digital strategy and, 22–23

identifying needed, 165–169

stakeholder-facing, value propositions and, 72–73

for strategic alignment, 175

in the strategy choice cascade, 96, 97–102

strategy development and, 96

in strategy planning, 12–13

change

emotional steadiness and, 190–191

leading, 183–193

overcoming resistance to, 189–193

quarterly targets and, 228–229

vision and, 184–189

Christensen, Clayton, 111

classical strategic style, 36–38, 43, 46–47

cognitive distance, 81

Cohen, Allen, 184

collaborative firms, 55, 56–57

combination, in building strategy, 81, 84–87

comfort traps, 157–163

cost-based thinking, 157–158, 160–161

self-referential frameworks, 158, 161–163

strategic planning, 157, 158–159

communication, 3, 6

about change, 190–192

compare and contrast method for, 196–199

continuous, 229

across cultures, 201–205

new capability development, about, 166–167

of objectives, 60–61

in offsites, 63–64, 65–67

of purpose, 143–145

strategic decision making and, 56–57

of strategy, 185–187, 195–199, 201–205

of vision, 184–189

comparative learning, 198

compare and contrast method, 196–199

competition, 5, 105–114

for dependence, 107, 108–109

between ecosystems, 126–127

for excellence, 107, 112

identifying types of, 105–106

for preference, 107, 109, 112

for relevance, 107–108

status quo risk and, 110–111

strategic styles and, 33–50

competitive advantage

demise of, 20–21

ecosystem businesses and, 124–128

environment and, 34

myths about, 20–21

in strategy planning, 12–13

complementary products/services, 85

complexity, 211, 218

conflict, 192

congruence, 28

constraint, in building strategy, 81, 87–90

context, in building strategy, 81, 90–93

contrast, in building strategy, 81, 82–84

corporate strategy, 12–13

cost-based thinking, 157–158, 160–161

creativity, 79–94

combination, 81, 84–87

constraint, 81, 87–90

context, 81, 91–93

contrast, 81, 82–84

tools for fostering, 80

critical success factors, 74. See also strategic factors

cross-cultural communication, 201–205

culture, 178

discussing strategy across, 201–205

strategic styles and, 46–47

customer research, 28–29

customers

competition for dependence of, 107, 108–109

competition for preference of, 109, 112

defining, 13

pain points for, 139–140

See also stakeholders

Daimler, 85

Dan Murphy’s, 27

data collection/documentation, 54

decision making, 2–3, 23

accuracy versus speed in, 46

approaches to strategic, 51–58

attributes of good, 56–57

choosing an approach to, 55–58

learning from practice and, 231–234

risks of the status quo and, 110–111

deep moats, 124–125, 129

de Mestral, George, 91

dependence, competition for, 107, 108–109

DiCamillo, Gary T., 222

Didi, 101

digital strategy, 22–23

disruptions, systems-level, 121

disruptors, 19–20

diversity, 155–156, 201–205

DIY-economy, 108–109

DonorsChoose.org, 83

Drucker, Peter, 217, 218

Duhigg, Charles, 80

Eagleman, David, 84–85

Ecosystem Edge (Williamson and de Meyer), 128

ecosystems, 123–129

challenges in strategy for, 128–129

competitive advantage and, 124–128

deep moats and, 124–126

evolution in, 128

redefining the playing field and, 132–135

reshaping the value proposition and, 132, 135–140

shaping strategy and, 41–42

strategy creativity and, 85–86

turnstiles in, 126–129

Edelman trust barometer, 146

education,

compare and contrast method for, 196–199

of teams about strategy, 185–186

Einstein, Albert, 85

emergent strategy, 161–163

emotional steadiness, 190–191

employees

alignment and engagement of, 177

communicating strategy to, 184–189, 195–199, 201–205

competition types and, 113

in decision making, 52–55

leading change with, 183–193

purpose and, 145–146

understanding of strategy, 228–229

environments

execution and, 221

monitoring changes in, 49–50

strategic styles and, 35–50

excellence, competition for, 107, 112

execution, 6–7

adjusting strategy and, 209–215

definition of, 14–15

capability development and, 167–168

environment and, 221

flexibility in, 217–223

learning from, 211–214

strategic choice cascade and, 96, 99–102

expectations, setting for meetings, 61

experimentation, 167

extreme-user innovation strategies, 92

ExxonMobil, 38, 41

Facebook, 20–21, 42, 172

fashion retailing, 40–41, 89

fast following, 162

finance industry, 137–139

financial reporting, 46, 225–230

Fitzgerald, F. Scott, 232

five forces, 3, 36

flexibility, 217–223

forest fires, 220–221

Frankenstein (Shelley), 87

fraud, 211–213

Gavetti, Giovanni, 80

goals, 96, 225–230 intermediate, 220

Goodwin, Fred, 179–180

Google, 102, 124, 125–126, 129

evolution in, 128

Neste and, 145

Göransson, Alf, 136

graphical user interface (GUI), 91–92

growth-share matrix analyses, 36

guideshops, 89

HAX, 92–93

Heifetz, Ronald, 188–189, 193

Henderson, Bruce, 19

Hoover, 220

“how to win,” 96, 97–101. See also strategy choice cascade

human/machine combinations, 86

IDEO, 93

IKEA, 109

i-Mode phone, 118

implementation

competition types and, 113

definition of, 13–14

of purpose-driven strategy, 142–145

strategic decision making and, 56–57

strategic planning and, 28

information, for strategic decision making, 56–57

ING Bank, 213

innovation

context and, 92

disruptors and, 19–20

See also creativity

Innovator’s Dilemma, The (Christensen), 111

inspiration, 185

Intel, 91

internet of things, 86

internet software industry, 34, 42

key performance indicators (KPIs), 73, 229

Kiat, Lim Chow, 15

Kodak, 178–179

Kotter, John, 184, 187

lead-user strategies, 92

leaders and leadership

through change and strategic transitions, 183–193

communication of strategy by, 195–199

decision-making styles and, 52–55, 57–58

emotional steadiness of, 190–191

misplaced confidence of, 45

purpose and, 143–145, 146–147

purpose development and, 140–142

strategic alignment responsibility of, 174–175

strategic styles and, 44–45

Leading Change: Why Transformation Efforts Fail (Kotter), 184

learning

comparative, 198

compare and contrast method for, 196–199

missed opportunities for, 219–220

new capability development and, 167–169

practice and, 231–234

strategic decision making and, 56–57

strategy as, 211–214

lies, 17–18

Lievonen, Matti, 134–135

Linsky, Marty, 188–189, 193

Lloyd’s of London, 123–124

Mackey, John, 70

Mahindra Finance, 137–139

Mahindra Group, 140

Mahindra, Anand, 137, 140

malleability, strategic styles and, 35–44

management by objectives, 197

management systems, 96, 99–102

market positioning, 124–125

Mars, Inc., 218

Mars Petcare, 133–134, 139–140, 143, 145–146

McDonald’s, 28

McKinsey and Company, 93–94, 195–196, 229

meetings, 59–67

Merck, 152–153, 155

metrics, 47, 87, 187, 218–219, 229

quarterly reports, 225–230

Michaels, Paul, 218

Microsoft, 20–21, 100, 101

Moon, Youngme, 80

Morgan, Adam, 90

multiplier effects, 143

Musk, Elon, 82

myths, 17

about strategy, 17–23

National Training Center, 155

Nest Labs, 86

Neste, 134–135, 143–145

Nestlé Purina PetCare, 133

Netflix, 14, 82

New Nordic Food manifesto, 89–90

newspaper industry, 117–119

Nike, 85–86

Nokia, 100, 112

Noma, 89–90

Norwich Eaton, 100

objectives

definition of, 26, 27

key stakeholders and, 71–73

for offsites, 60–61, 62

offsites, 4, 59–67

agendas for, 62–63

focus on the big picture in, 64–65

invitees to, 61–62

messaging, materials, templates for, 63–64

objectives for, 60–61, 62, 63

preparing for, 63–64

team governance planning and, 65–67

oil industry, 33–34, 38, 134–135, 143–145

organizational effectiveness, 172–173

organizational structure, 173–176

outside-in perspective, 154

P&G, 100

pain points, for customers, 139–140

PayPal, 82

pet-food industry, 132–134

Pet Insight Project, 139–140. See also Mars Petcare

planning, 25–29

adaptive strategy and, 39–41

comfort traps in, 157–163

competitive environment and, 34–35

flexibility in, 219

like a futurist, 115–122

for new capabilities, 165–169

shaping strategy and, 41–42

strategy as learning and, 211–212

wait lists for, 197–199

platform companies, 5

shaping strategy in, 42

strategy innovation/change and, 20

See also ecosystems

playing field, redefining the, 132–135

Polaroid, 222

pop-up stores, 83

Porter, Michael, 3

positioning, 27–28, 124

Power Up (Bradford and Cohen), 184

practicality, 222–223

practice, 187, 231–234

predictability, strategic styles and, 35–44, 46

predictions, reviewing the accuracy of, 47

preference, competition for, 107, 109, 112

pressure-testing strategy, 151–156

price pressures, 109, 112

problem solving, 192–193

profitability

alignment and, 177

purpose and, 131–132

quarterly reporting and, 225–230

stakeholder group trade-offs and, 72–73

strategic style and, 36

prospective approach, to purpose, 140–142

purpose, 131–147

critical roles of, 132–140

customer pain points and, 139–140

developing, 140–142

implementing strategy driven by, 142–145

in redefining the playing field, 132–135

reshaping the value proposition and, 132, 135–140

retrospective versus prospective approaches for, 140

soft-side benefits of, 145–146

statements, 142

strategic alignment and, 172–173

trends and, 136–137

trust and, 137–139

R&D, 92

reinforcement, of communication, 186

relevance, competition for, 107–108

renewable energy, 134–135, 143–145

resource allocation, 23, 39–41

resource-based competition, 124–125

retail sales, 83, 89

retrospective approach, to purpose, 140

revenue focus, 225–230

Rich Products, 167–168

risk profiles, 110–111

Rivkin, Jan W., 80

routines, for strategic decision making, 52–55

Royal Bank of Scotland, 179–180

Runaway Species, The (Brandt and Eagleman), 84–85

Schultz, Howard, 198

Securitas AB, 136–137, 141–142, 145–146

self-referential frameworks, 158, 161–163

shaping strategic style, 36, 37, 41–42

shareholder returns, 36

Shelley, Mary Wollstonecraft, 87

situational awareness, 152–153

Smarter Faster Better (Duhigg), 80

smartphones, 118

software industry, 34

SpaceX, 82, 83

stakeholders, 69–75

in decision making, 52–55

knowing what they want from you, 74–75

knowing what you want from, 71–73

leading change with, 183–193

positioning and, 27–28

purpose and, 146

strategic planning based around, 27–29

Starbucks, 198

startups

agility versus strategy in, 21–22

context and strategy for, 92–93

strategic alignment, 171–180

definition of, 171, 172

levels of and success, 177–180

responsibility for, 174–175

strategic decision making,

ad hoc, 54

administrative, 54–55

approaches to, 51–58

collaborative, 55

unilateral, 53–54, 55–56

strategic factors, 27–28, 74–75

strategic groups, 155–156

strategic initiatives, 155–156, 197–198

strategic plans, 25–29

as comfort trap, 157, 158–159

strategic styles, 33–50

adaptive, 36, 38, 39–41

avoiding traps with, 44–47

for business units/functions, 48–50

classical, 36–38

culture and, 46–47

finding the right, 35–44

internet software industry, 34, 42

misplaced confidence in, 45

oil industry and, 33–34

predictability, malleability, and, 35–44

shaping, 36, 38, 41–42

visionary, 36, 38, 43–44

strategic transitions, 183–193

strategy

benefits of, 2–3

comfort traps with, 157–163

communicating, 185–187, 195–199, 201–205

corporate versus business unit, 12–13

creativity in, 79–94

across cultures, 201–205

definition of, 4, 11–15

execution versus, 14–15

flexibility in, 217–223

implementation versus, 13–14

as learning, 211–214

myths about, 17–23

offsites, 59–67

planning, 25–29

practicing, 231–234

pressure-testing, 151–156

purpose-based, 131–147

questions for building, 95–103

revising, 7, 209–215

risk of the status quo in, 110–111

testing, 151–156

strategy choice cascade, 4–5, 95–103

matched pairs in, 100–103

moving up and down, 97–100

Sull, Donald, 195

SWOT analysis, 88–89, 95, 154

system design, 28–29, 87

systems-level evolution, 119–122

tactical responses, 117–119

tactics, 119–122

Target, 101, 109

Tata, Ratan, 43

team dynamics, 111

team governance planning, 65–67

team think, 152–153

technology, 108

combination strategy and, 86

digital strategy and, 22–23

Tencent, 85, 124, 129

Tesla, 88

testing

strategic alignment, 171–180

strategy, 151–156

time frames, 5

context switching and, 91–93

long-term, 18–19, 117–119

myths about, 18–19

strategic planning like a futurist and, 115–122

time cones versus timelines, 119–122

top-down fixed strategies, 211–213

Toyota, 27–28, 123

trends, responding to, 136–137

trust, 137–139, 146

turnstile metaphor, 126–129

Uber, 85, 100, 101, 124, 125–126

unbundling products/services, 83–84

uncertainty, 105–106, 117, 121, 211

unilateral firms, 53–54, 55–57

UPS, 43–44, 145

USAA, 102

U.S. Army, 151–152, 154–155

U.S. National Parks, 220–221

value chain, 83

value creation, 125–126, 211

value proposition

purpose and reshaping, 132, 135–140

revenue predictions and, 160–161

for stakeholder groups, 72–73

in strategy planning, 13

values, 177

value selling, 144

Vanguard, 102

Velcro, 91

video rental industry, 82–83

vision, 117, 119–122

in everyday management, 188

leading change with, 184–189

practicing statements of, 187

uncommitted people and, 188–189

visionary strategic style, 36, 37, 43–44

volatility, 211

Volkswagen, 123, 211–212

volume selling, 144

wait lists, for projects, 197–199

war-gaming, 154–155

WeChat, 85, 126–127, 129

Weihrauch, Poul, 143

Wells Fargo, 142, 210, 211

WeWork, 124, 127, 128

“where to play,” 96, 97–103. See also strategy choice cascade

Whistle, 139–140

Whole Foods Market, 70

Zara, 40–41