Introduction: Get the Strategy You Need—Now
Shape the future to your advantage.
SECTION ONE: What Is Strategy?
1. Defining Strategy, Implementation, and Execution
They involve different activities, tools, and people.
BY KEN FAVARO
And why they’re wrong.
BY STEPHEN BUNGAY
3. Your Strategic Plans Probably Aren’t Strategic, or Even Plans
Distinguish between objectives, strategies, and actions.
BY GRAHAM KENNY
SECTION TWO: Lay the Foundation
4. Your Strategy Needs a Strategy
Consider the circumstances in which you’re operating.
BY MARTIN REEVES, CLAIRE LOVE, AND PHILIPP TILLMANNS
5. The Different Approaches Firms Use to Set Strategy
Two factors can help you define your process.
BY KIMBERLY TETI, MU-JEUNG YANG, NICHOLAS BLOOM, JAN W. RIVKIN, AND RAFFAELLA SADUN
6. Six Tips for Running Offsites That Aren’t a Waste of Time
Understand your objectives—before you get in the room.
BY MELISSA RAFFONI
7. Stakeholders First, Strategy Second
Recognize what you want from them and what they want from you.
BY GRAHAM KENNY
SECTION THREE: Develop Your Strategy
Four approaches to building a breakthrough strategy.
BY ADAM BRANDENBURGER
9. Five Questions to Build a Strategy
Where will we play? How will we win?
BY ROGER L. MARTIN
10. Four Types of Competition That Can Threaten Your Company
Maintain your competitive edge.
BY CARSTEN LUND PEDERSEN AND THOMAS RITTER
11. How to Do Strategic Planning Like a Futurist
Stop fearing the long term.
BY AMY WEBB
12. Ecosystem Businesses Are Changing the Rules of Strategy
By understanding how they operate, you’ll be better positioned to compete.
BY JULIAN BIRKINSHAW
13. Put Purpose at the Core of Your Strategy
Reshape your value proposition.
BY THOMAS W. MALNIGHT, IVY BUCHE, AND CHARLES DHANARAJ
SECTION FOUR: Test Your Strategic Choices
14. Four Ways to Pressure-Test Your Strategy
Assign a team to poke holes in it.
BY RICK LYNCH AND JAY GALEOTA
15. Which Strategy “Comfort Traps” Are You Falling Into?
And the remedies to get out of them.
BY ROGER L. MARTIN
16. Identify the New Capabilities You Need
Build skill development into your plan.
BY RON ASHKENAS AND LOGAN CHANDLER
17. A Simple Way to Test Your Company’s Strategic Alignment
At both the team and the enterprise levels.
BY JONATHAN TREVOR AND BARRY VARCOE
SECTION FIVE: Communicate Your Strategy
18. Leading Change and Strategic Transitions
How to communicate your new strategy to employees.
19. Explain Your New Strategy by Emphasizing What It Isn’t
Create a list of priorities to put on hold.
BY NICK TASLER
20. Discussing Strategy Across Cultures
Diverse teams come with diverse strategic viewpoints.
BY LEONARD M. FULD
SECTION SIX: Execute the Strategy and Learn from It
21. Your Strategy Should Be a Hypothesis You Constantly Adjust
Gaps in execution may mean revising your strategy.
BY AMY C. EDMONDSON AND PAUL J. VERDIN
22. Your Strategy Has to Be Flexible—but So Does Your Execution
Eight common traps to avoid.
BY MARTIN REEVES AND RODOLPHE CHARME DI CARLO
23. Stop Letting Quarterly Numbers Dictate Your Strategy
When short-term metrics keep you from winning in the long term.
BY DAVID HERSH
24. Strategy Is All About Practice
Work, work, and work some more.
BY ROGER L. MARTIN
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