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HBR Guide to Setting Your Strategy
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HBR Guide to Setting Your Strategy
by Harvard Business Review
HBR Guides to Building Your Strategic Skills Collection (3 Books)
Contents
HBR Guide to Setting Your Strategy
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
HBR Guide to Managing Strategic Initiatives
Harvard Business Review Guides
Title Page
Copyright
What You’ll Learn
Contents
Introduction: Putting Strategy into Action
Section One: From Idea to Pitch
1. A Guide to Winning Support for Your New Idea or Project
2. How to Keep Support for Your Project from Evaporating
3. You’ve Pitched Your Initiative—What’s Next?
Section Two: Evaluating and Prioritizing an Initiative Portfolio
4. Which Initiatives Should You Implement?
5. A Better Way to Set Strategic Priorities
6. Too Many Projects
7. The Initiative Portfolio Review Process
8. Rebalance Your Initiative Portfolio
Section Three: Launching and Implementing Initiatives
9. New Project? Don’t Analyze—Act
10. Monitoring and Controlling Your Project
11. Building a Transformative Team
12. Teamwork on the Fly
13. Why Good Projects Fail Anyway
Section Four: Maintaining Momentum and Overcoming Challenges
14. Four Ways to Be More Effective at Execution
15. Learning in the Thick of It
16. How to Hand Off an Innovation Project from One Team to Another
17. Making Process Improvements Stick
18. Your Initiative Needs an “Exit Champion”
Section Five: Keeping Strategy and Execution Aligned
19. Good Strategy Execution Requires Balancing Four Tensions
20. Five Ways the Best Companies Close the Strategy-Execution Gap
21. Your Strategy Has to Be Flexible—But So Does Your Execution
Index
HBR Guide to Thinking Strategically
Series Page
Title Page
Copyright
What You’ll Learn
Contents
Introduction
Section One: Get Started: Be Strategic in Your Daily Work
1. Strategic Leadership: The Essential Skills
2. To Be Strategic, Balance Agility and Consistency
3. Prove You’re Ready for the Next Level by Showing Off Your Strategic Thinking Skills
Section Two: Understand Your Organization’s Strategy
4. Understanding Your Organization’s Strategy
5. Strategy Isn’t What You Say, It’s What You Do
6. Building a Strategic Network
Section Three: Develop a Big-Picture Perspective
7. Spotting Trends and Patterns That Affect Your Business
8. Look at Your Company from the Outside In
9. Thinking Long-Term in a Short-Term Economy
10. The Future Is Scary. Creative
11. Zoom In, Zoom Out
Section Four: Align Decisions with Strategic Objectives
12. Reflect on Your Actions and Choices
13. Seven Steps for Making Faster, Better Decisions
14. How to Make Better Decisions with Less Data
Section Five: Set Priorities and Manage Trade-Offs
15. A Better Way to Set Strategic Priorities
16. How to Prioritize When Your Manager Is Hands-Off
17. Identify and Kill Outdated Objectives
18. What to Do When Strategic Goals Conflict
19. Assess and Manage Trade-Offs
Section Six: Align Your Team Around Strategic Goals
20. To Be a Strategic Leader, Ask the Right Questions
21. An Exercise to Get Your Team Thinking Differently About the Future
22. Communicating a Corporate Vision to Your Team
Section Seven: Move from Thinking Strategically to Executing the Strategy
23. Execution Is a People Problem, Not a Strategy Problem
24. How to Excel at Both Strategy and Execution
25. How the Most Successful Teams Bridge the Strategy-to-Execution Gap
26. Get Your Team to Do What It Says It’s Going to Do
Section Eight: Navigate Strategic Thinking Challenges
27. When You Think the Strategy Is Wrong
28. When Your Boss Gives You Conflicting Messages
29. When the Strategy Is Unclear, in Flux, or Always Changing
Appendix A: Questions to Inspire Strategic Thinking
Appendix B: Organizational Strategy: A Primer
Index
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