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The Strategy Pathfinder Third Edition
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The Strategy Pathfinder Third Edition
by Stephen Cummings, Duncan Angwin
The Strategy Pathfinder, 3rd Edition
The Strategy Pathfinder Map
Pathways to Strategy
About the Creators
1: Strategic Purpose
It’s Not Just About the Money
Vehicles for Strategic Purpose
Where Does an Organisation’s Purpose Come From?
What Are the Constraints on CEO Power?
Who Are the Other Movers and Shakers that Influence Strategic Purpose?
How Can Different Stakeholder Interests Be Managed Strategically?
Who Determines Strategic Purpose?
Strategic Purpose Key Learnings Mind-Map
Part I The Strategic Environment
2: Macro-Shocks
The Impacts of Macro-Environmental Forces: The Role of Boundedness
Detecting Movements in the Macro-Environment
Analysing Macro-Environmental Forces
Identifying Key Macro-Environmental Forces
3: Industry Forces
Strategic Hell: Perfect Competition
The Industry Life Cycle
Industry Structure
Industry Forces
Cooperative Forces
Industry Forces Key Learnings Mind-Map
Part II Strategic Advantage
4: Competitive Advantage
Competitive Advantage
Competitive Strategy
Strategy as Positioning (or “Fit”)
Blue Ocean Strategies
Supporting Competitive Position
Competitive Advantage Key Learnings Mind-Map
5: Resource-Based Advantage
Culture
Resources and Capabilities
The Future of Culture, Resources and Capabilities as Sources of Strategic Advantage
Resource-Based Advantage Key Learnings Mind-Map
6: Business Model Advantage
What Are Business Models?
How to Do It?
Barriers to Business Model Innovation
Is a Business Model the Same as a Strategy?
Business Model Advantage Key Learnings Mind-Map
7: Corporate Advantage
Why Does the Multi-Business (M-form) Exist?
What Businesses Should They Be In?
Corporate Strategy in Practice
Corporate Advantage and the Role of the Centre
Corporate Advantage Key Learnings Mind-Map
Part III Strategic Growth
8: New Ventures
Innovation and Entrepreneurship
External New Ventures
The Best Approach to New Ventures? It’s About Strategic Choices …
New Ventures Key Learnings Mind-Map
9: Crossing Borders
Why Do Countries Specialise and Organisations Trade Across National Boundaries?
Why Do Organisations Leave Their Home Countries?
What Are the Obstacles to Crossing Borders?
What Strategies Can Be Used for Competing Internationally?
Which Borders Should Be Crossed?
What Methods Can Be Used for Crossing Borders?
How Can Organisations Retreat and Retrench Back from New Markets?
How Can Organisations Structure Themselves for Competing Across Borders?
Crossing Borders Key Learnings Mind-Map
10: Leading Strategic Change
Conventional Intervention Models for Leading Change
Newer (and More Nuanced) Frameworks for Guiding Change
The Strategic Leadership Challenge: Blending Change and Continuity
Leading Change Key Learnings Mind-Map
11: Evaluating Strategic Performance
Accounting-Based Performance Measures
Stock Market Performance Measures
Strategy Assessment
Broader Views of Performance: Ethics and Sustainability
Business Ethics and Corporate Integrity
Sustainability and The Triple Bottom Line
Balance in All Things: The Balanced Scorecard and Risk Assessment Matrix
Strategic Evaluation Key Learnings Mind-Map
Part IV Maverick Strategies
12: The Maverick: Six Senses of Strategy
VISUAL Observations of Strategy
AUDIO Observations of Strategy
TASTE Observations of Strategy
OLFACTORY Observations of Strategy
KINETIC Observations of Strategy
The “SIXTH SENSE” of Strategy? The Keystone
Maverick Strategies Key Learnings Mind-Map
Apple: Sensography in Action
BIPA: More than skin deep?
Exercise Group
Appendices
Practice Cases for Job Interviews
Using The Strategy Pathfinder 3rd Edition for Assessments and Examinations
References
Glossary of Core Strategic Management Concepts
Acknowledgements
Index
EULA
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Prev
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The Strategy Pathfinder Third Edition
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The Strategy Pathfinder Map
CONTENTS
The Strategy Pathfinder
Map
Pathways to Strategy
About the Creators
1: Strategic Purpose
It’s Not Just About the Money
Vehicles for Strategic Purpose
Where Does an Organisation’s Purpose Come From?
What Are the Constraints on CEO Power?
Who Are the Other Movers and Shakers that Influence Strategic Purpose?
How Can Different Stakeholder Interests Be Managed Strategically?
Who Determines Strategic Purpose?
Strategic Purpose Key Learnings Mind-Map
Part I The Strategic Environment
2: Macro-Shocks
The Impacts of Macro-Environmental Forces: The Role of Boundedness
Detecting Movements in the Macro-Environment
Analysing Macro-Environmental Forces
Identifying Key Macro-Environmental Forces
3: Industry Forces
Strategic Hell: Perfect Competition
The Industry Life Cycle
Industry Structure
Industry Forces
Cooperative Forces
Industry Forces Key Learnings Mind-Map
Part II Strategic Advantage
4: Competitive Advantage
Competitive Advantage
Competitive Strategy
Strategy as Positioning (or “Fit”)
Blue Ocean Strategies
Supporting Competitive Position
Competitive Advantage Key Learnings Mind-Map
5: Resource-Based Advantage
Culture
Resources and Capabilities
The Future of Culture, Resources and Capabilities as Sources of Strategic Advantage
Resource-Based Advantage Key Learnings Mind-Map
6: Business Model Advantage
What Are Business Models?
How to Do It?
Barriers to Business Model Innovation
Is a Business Model the Same as a Strategy?
Business Model Advantage Key Learnings Mind-Map
7: Corporate Advantage
Why Does the Multi-Business (M-form) Exist?
What Businesses Should They Be In?
Corporate Strategy in Practice
Corporate Advantage and the Role of the Centre
Corporate Advantage Key Learnings Mind-Map
Part III Strategic Growth
8: New Ventures
Innovation and Entrepreneurship
External New Ventures
The Best Approach to New Ventures? It’s About Strategic Choices …
New Ventures Key Learnings Mind-Map
9: Crossing Borders
Why Do Countries Specialise and Organisations Trade Across National Boundaries?
Why Do Organisations Leave Their Home Countries?
What Are the Obstacles to Crossing Borders?
What Strategies Can Be Used for Competing Internationally?
Which Borders Should Be Crossed?
What Methods Can Be Used for Crossing Borders?
How Can Organisations Retreat and Retrench Back from New Markets?
How Can Organisations Structure Themselves for Competing Across Borders?
Crossing Borders Key Learnings Mind-Map
10: Leading Strategic Change
Conventional Intervention Models for Leading Change
Newer (and More Nuanced) Frameworks for Guiding Change
The Strategic Leadership Challenge: Blending Change and Continuity
Leading Change Key Learnings Mind-Map
11: Evaluating Strategic Performance
Accounting-Based Performance Measures
Stock Market Performance Measures
Strategy Assessment
Broader Views of Performance: Ethics and Sustainability
Business Ethics and Corporate Integrity
Sustainability and The Triple Bottom Line
Balance in All Things: The Balanced Scorecard and Risk Assessment Matrix
Strategic Evaluation Key Learnings Mind-Map
Part IV Maverick Strategies
12: The Maverick: Six Senses of Strategy
VISUAL Observations of Strategy
AUDIO Observations of Strategy
TASTE Observations of Strategy
OLFACTORY Observations of Strategy
KINETIC Observations of Strategy
The “SIXTH SENSE” of Strategy? The Keystone
Maverick Strategies Key Learnings Mind-Map
Apple: Sensography in Action
BIPA: More than skin deep?
Exercise Group
Appendices
Practice Cases for Job Interviews
Using
The Strategy Pathfinder
3rd Edition for Assessments and Examinations
References
Glossary of Core Strategic Management Concepts
Acknowledgements
Index
EULA
List of Tables
Chapter 2
Table 2.1
Chapter 3
Table 3.1
Chapter 4
Table 4.1
Chapter 5
Table 5.1
Table 5.2
Chapter 7
Table 7.1
Table 7.2
Table 7.3
Table 7.4
Table 7.5
Chapter 9
Table 9.1
Chapter 11
Table 11.1
Table 11.2
Table 11.3
List of Illustrations
Chapter 1
Figure 1.1
Company Core Values
Figure 1.2
LEGO’s “Vision Chain”
Figure 1.3
Principal–agent chain
Figure 1.4
New York & Erie Railroad Corporation Organisation
Figure 1.5
Stakeholder map
Figure 1.6
Consultancy Addiction Test
Figure 1.7
Power/Interest Matrix
Figure 1.8
Tesla revenue and income
Chapter 2
Figure 2.1
Some of the many interactions between organisations and their environment
Figure 2.2
Conceptual decomposition of the business and its environment to structure strategic analysis
Figure 2.3
Conceptual decomposition of the macro-environment using ESTEMPLE
Figure 2.4
Temporal Impact Matrix for the Moroccan Oil Industry
Figure 2.5
Dimensions of environmental turbulence
Figure 2.6
Identifying environmental forces for a car manufacturer to construct scenarios
Figure 2.7
Scenarios for a car manufacturer
Figure 2.8
Comparative Impact Matrix
Figure 2.9
Industry evolution
Chapter 3
Figure 3.1
Perfect competition
Figure 3.2
Imperfections
Figure 3.3
The industry life cycle (ILC)
Figure 3.4
Generic critical success factors across the industry life cycle
Figure 3.5
Dolphin curves for Apple “industries” )
Figure 3.6
The Five Forces of Industry structure
Figure 3.7
Strategic group analysis
Figure 3.8
The value net
Figure 3.9
The sports apparel supply chain
Chapter 4
Figure 4.1
Cost and differentiation advantages
Figure 4.2
Generic competitive strategies )
Figure 4.3
The strategic clock
Figure 4.4
Blue ocean strategies
Figure 4.5
The generic value chain
Figure 4.6
The value chimera as a way to link corporate and competitive strategy
Figure 4.7
London’s Cereal Brothers
Chapter 5
Figure 5.1
McKinsey’s 7-S framework
Figure 5.2
The Seven Ss applied to Barcelona FC
Figure 5.3
The cultural web
Figure 5.4
The Porter Diamond of International Competitiveness
Figure 5.5
VRIO as a resource-based advantage checklist
Figure 5.6
Three levels of capabilities
Figure 5.7
Three types of dynamic capabilities
Figure 5.8
Toyota’s three stage dynamic capabilities
Figure 5.9
Tower Records store in Los Angeles
Figure 5.10
Artists discussing their music at Tower Records’ Shibuya store in Tokyo
Chapter 6
Figure 6.1
Walt Disney’s drawing of the Disney “business model” in 1957
Figure 6.2
easyJet’s business model
Figure 6.3
Example of a business model template (Source: adapted from the Business Model Canvas, https://espriex.co/businessmodel-canvas)
Figure 6.4
IKEA’s activity system
Chapter 7
Figure 7.1
The U-form (left) and the M-form (right)
Figure 7.2
The growth-share matrix
Figure 7.3
The GE/McKinsey business screen
Figure 7.4
Value-adding approaches of the centre
Figure 7.5
Organisational structure of Z’s Corporate Management Board
Chapter 8
Figure 8.1
Spotify’s innovative organisation – tribes, chapters and guilds
Figure 8.2
The Innovation Radar
Figure 8.3
Six Degrees of Strategic Innovation
Figure 8.4
The Build, Measure, Learn approach for cost-effective innovation
Figure 8.5
Central assumptions of discovery and creation theories of entrepreneurial action
Figure 8.6
Five phases of entrepreneurship
Figure 8.7
Post-Acquisition Integration Matrix
Figure 8.8
A Strategic Innovation Investment, Risk and Return Matrix
Chapter 9
Figure 9.1
Global integration/local responsiveness grid
Figure 9.2
Strategic development options matrix
Figure 9.3
Cross border types of M&A
Figure 9.4
China dominates outward flows of M&A
Figure 9.5
Border crossing designs
Figure 9.6
Geert Hofstede’s 5D model comparing China and the USA
Figure 9.7
Tunisian banking industry: comparative data
Chapter 10
Figure 10.1
The incremental development of conventional change management frameworks since 1950
Figure 10.2
Unfreezing change as three steps – watch the video at https://www.youtube.com/watch?v=iJfdmT1UtBY.
Figure 10.3
Strategic changes related to organisational changes
Figure 10.4
Levels of operational and strategic change
Figure 10.5
Different scales and styles of change
Figure 10.6
The locus of influence of leadership related to change versus continuity
Figure 10.7
Dealing with resistance to change
Figure 10.8
The strategic leadership keypad
Chapter 11
Figure 11.1
Strategic option grid for Jimmy Choo
Figure 11.2
The Balanced Scorecard framework
Figure 11.3
A Risk Management Matrix
Chapter 12
Figure 12.1
The Six Senses of Strategy Wheel
Guide
Cover
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