Page numbers followed by f refer to figures and page numbers followed by t refer to tables.
Abbott, 146
accelerator leadership role
strategy collage and, 197, 198f
accountability, 35, 42, 45, 51, 53, 142, 160, 163
activity-based costing, 146
adaptation, 61, 64, 68, 74, 129, 148, 166, 170, 224
adaptive approach to strategy, 57–86
actions consistent with, 84
ambidexterity approach using separation and, 189–190
business environment dimension and, 7, 7f, 15t
change signals in, 68, 69–72, 77, 79, 80, 81, 84, 85
iPad app for exploring, 23
key elements, examples, and traps of, 15t–16t
leadership in, 69, 82–84, 205, 207
mathematical basis and simulations for, 22–23, 23f
mismatch of perceived environment with, 20
other strategy approaches compared with, 10, 11, 13, 61, 67, 68
portfolio of experiments in, 72–73
related approaches with, 9, 16t, 63
shareholder return from successfully matching environment with, 8
simulating strategy in, 74, 74f, 224–225, 225f
strategy palette used with, 14–15, 14f
Tata Consultancy Services (TCS) example of, 10–11, 57–60
thought flows used in, 10, 10f, 60–61, 60f
when to apply, 65–68, 65f, 66f
adaptive environment
archetypal approach to strategy used with, 7
assessing your business for, 67
business environment dimension and, 6, 7, 7f
shareholder return from successfully matching strategy with, 8
Airborne Inc., 29
Alibaba Group, 129, 131–133, 134
AliPay service, 131
Aliyun service, 131
Amazon.com, 95, 106, 131, 172, 187
approaches to, 176, 177–178, 178f
contextual, 176
evolvable organizations using, 187
external ecosystems approach to, 22, 178, 178f, 188–189
leadership in renewal approach and, 166
related approaches with, 176
self-organization approach to, 22, 178, 178f, 184–185
self-tuning algorithms for, 185–187, 187f
separation approach to, 22, 175, 177, 178f, 179–181, 190
strategy for operating on two levels in, 189–190
strategy palette used with, 14f, 190–191
switching approach to, 22, 178, 178f, 181–184
techniques used to achieve, 21–22
Towers Watson example of, 179–181
ambidextrous organizations concept, 176
ambidextrous players, in renewal approach, 170–171, 171f
American Express (Amex), 14, 141–143, 145, 157, 162, 163, 177, 201, 202–203
American International Group (AIG), 157–158, 165–166, 197, 203, 204, 208
analysis
adaptive approach and, 68
basis of competition step in, 39
classical approach and, 7, 8, 8f, 28, 28f, 37–41, 207
competitive position step in, 39–41
market attractiveness step in, 37–39
Android operating system, 120, 134
Ansoff, Igor, 30
antenna leadership role
strategy collage and, 197, 198f
Apple, 18, 98, 120, 121, 125, 126, 134, 178, 183, 188–189
Apple App Store, 6, 120, 126, 127, 129
ARM Holdings, 189
AT&T, 106
Babson College, 102
Bank of America, 146
Barney, Jay, 31
Bausch & Lomb (B&L), 148–149, 161, 167–168
Bell Canada, 39
benchmarking, 50, 128, 154, 160
Benmosche, Bob, 157, 165–166, 203, 204
BHP Billiton, 67
Big Night In initiative, Mars, 27
Birkinshaw, Julian, 176
Blown to Bits (Evans and Wurster), 117–118
blue ocean strategy, 3, 16t, 94
Bohr, Niels, 69
Boston Consulting Group (BCG), 30, 64, 94, 117–118, 146, 176, 201
Boston Consulting Group (BCG) Strategy Institute, 5–6
BP, 146
Brandenburger, Adam, 117
breakthrough technologies, 11, 90, 98, 99, 102, 172
Broadcom, 189
building, in visionary approach, 11, 11f, 90, 90f, 97, 110
burning the furniture approach, 155, 169t
business ecosystem concept, 9, 16t, 117, 135–136
business environments
adaptive approach for, 10, 55, 60, 67, 72, 86t
ambidexterity and multiple, 175–176, 177
analysis of, over sixty-year period, 5–6
applying a strategy for, 20
choosing a strategy for, 6
classical approach for, 31, 34
diagnostician leadership role on, 23, 198
dimensions of, 6, 17. See also harshness; malleability; unpredictability
iPad app for exploring, 6
leaders and knowing when to shift, 110–111
leadership for complexity in, 194–195
mismatches of selected strategy approach with, 19–20
multi-armed bandit (MAB) simulation model for, 22, 223–225
performance gap for companies and, 2, 3f
for Pfizer, 194
portfolio of experiments in, 72
renewal approach for, 150
self-assessment of, 216
shaping approach for, 123
visionary approach for, 96, 110, 111
business models
ambidexterity and, 175
deconstructed, 117
environmental change and, 145
innovation and, 11, 57, 100f, 106, 107, 135, 156, 161, 162, 169t
opportunities for visionary approach and, 111
preemptive transformers using, 170, 171
renewal approach and, 145, 156, 161, 162, 169t
shaping approach and, 118, 134
Tata Consultancy Services (TCS) and, 58
technological change and, 33, 176
visionary approach and, 11, 99, 105
business process reengineering, 146, 163
Caesars Entertainment, 78
capabilities
change and, 146
classical approach and, 7, 8, 16t, 28, 29, 32, 39, 40–41, 48, 49, 205
leaders and, 191, 198, 205, 214
PepsiCo and, 174
Progressive and, 77
resource-based view and, 31
self-organizational, 184
shaping approach and, 12, 115, 124, 188
sustainable competitive advantage and, 28, 29, 39, 40–41
Tata Consultancy Services (TCS) and, 59
team coach leadership role and, 198
visionary approach and, 99
catalysts
in renewal approach, 164
in shaping approach, 121, 125, 128, 133, 134–135, 136, 138
CEOs
in classical organizations, 53
performance gap for companies and need for, 2, 3f
See also leadership and leaders
Chairman’s Fellows, Towers Watson, 181
Champy, James, 146
Chandrasekaran, Natarajan “Chandra,” 58–59, 60
change, and renewal approach, 147
change signal recognition
adaptive approach and, 68, 69–72, 77, 79, 80, 81, 84, 85
antenna leadership role and, 24, 199, 207
visionary approach and, 98
Changing Diabetes Bus program, Novo Nordisk, 114
Chartis brand, 165
Chase, Robin, 107
Chenault, Ken, 141–142, 143, 162, 201, 202–203, 208
Chesbrough, Henry, 118
China
Alibaba’s strategy in, 129, 131–133, 134
Apple iPhone supply chain in, 189
Huawei’s positioning in, 38–39
Kodak’s investment in, 154
Novo Nordisk’s strategy in, 13, 113–115, 121, 125
shaping strategy and, 119, 119f
visionary strategy and, 93
China Diabetes Society, 114
chocolate candy industry, 25–27
Chrysler, 71
classical approach to strategy, 25–56
actions consistent with, 55
ambidexterity approach using separation and, 189–190
analysis in, 8, 8f, 28, 28f, 37–41
business environment dimension and, 7, 7f, 15t
familiarity with and popularity of, 9
iPad app for exploring, 23
key elements, examples, and traps of, 15t–16t
leadership and, 53–55, 205, 207
Mars example of, 9
mathematical basis and simulations for, 22–23, 23f
mismatch of perceived environment with, 20
other strategy approaches compared with, 10, 11, 12, 13, 61, 67, 68, 137–138, 139
planning in, 7, 8, 8f, 27, 28, 28f, 35–36, 42–45, 54–55, 68
related approaches with, 9, 16t, 30–31
scale and, 29
shareholder return from successfully matching environment with, 8
simulating strategy in, 46–47, 224–225, 225f
strategy palette used with, 14–15, 14f
sustainable competitive advantage and, 8, 10, 28, 29, 33, 40, 61
thought flows used in, 8, 8f, 28, 28f
classical environment
archetypal approach to strategy used with, 7
assessing your business for, 34
business environment dimension and, 6, 7, 7f
shareholder return from successfully matching strategy with, 8
clinical research organizations (CROs), 11–12, 87, 88
Clinton administration, 70
cloud computing, 10, 57, 95, 131, 132
coach leadership role. See team coach leadership role
Coca-Cola brand, 174
cocreation, 118
codevelopment, 114, 117, 120, 136
Cogent Systems, 172
collaboration
in classical organizations, 50
shaping approach using, 116–117, 121, 124, 125, 126, 127, 132–133, 135–136, 140t
communication
leadership and, 110, 112t, 136, 167, 210t
of renewal strategy, 156, 167, 168, 169t
salesperson leadership role and, 24, 198, 203–204
of vision, 97, 101–103, 107–108, 112t, 136
Competing for the Future (Hamel and Prahalad), 9, 94
competition
analysis of, in classical approach, 37–41
life-cycle stage changes and, 147, 148f
Telenor’s use of adaptive approach and, 75–76
competitive advantage
erosion of sources of, 66f
planning and, 44
Progressive example of adaptive approach to, 77–78
sustainable competitive, 8, 10, 28, 29, 33, 40, 61
complements, in five forces framework, 30
complex adaptive systems theory, 117
complexity, leadership for, 194–195, 210t
Conoco Phillips, 146
conserving resources simulation, 158–159, 159t
consumer-centric approaches, 59, 100, 199
contextual ambidexterity, 176
continuous adapters, 170, 171f
co-opetition, 117
Corning, 81, 178, 183–184, 189
corporate culture. See culture
corporate strategy, 30
cost reductions, in renewal approach, 155, 162, 163, 169t
creativity
in adaptive approach, 69, 80, 82
in shaping approach, 116
in visionary approach, 11, 109
culture
adaptive approach and, 71–72, 81–82
AIG example of organization and, 165–166
leadership in complex organizations and, 195
renewal approach and, 143, 159, 164–166
shaping approach and, 136
strategy approach implementation and requirements for, 15
visionary approach and, 97, 109
customer-centric approaches, 59, 100, 199
Customer Collaboration Centre, Diageo, 48
customer dissatisfaction, and visionary approach, 11, 90, 93, 98
customers
communicating vision to, 101
five forces framework with, 30
information collection on, 134
Tata Consultancy Services (TCS) and, 59
customer satisfaction, 16t, 134
Daimler, 146
Danielson, Antje, 107
Darwin, Charles, 63
de-averaging approach, 16, 156, 162, 163, 193, 196
decision-making culture
multi-armed bandit (MAB) simulation model for, 223–224
in shaping approach, 137
deconstructed business models, 117
Deepwater Horizon drilling rig disaster, Gulf of Mexico, 146
delegation
classical approach using, 50
3M and, 83
Deutsche Bahn, 37
DHL, 29
diagnostician leadership role
strategy collage and, 197, 198f
DICE, BCG, 160
differentiation
classical approach and, 7, 8, 28, 29, 39, 49, 56t
competitive advantage and, 31, 39, 40, 41
corporate culture and, 52
innovation and, 49
leaders and, 19
Mahindra and, 41
segmenter leadership role and, 200
digital video recorders (DVRs), 106–107
discovery-based planning, 64
disruptive innovation, 7, 49, 94, 99, 105, 118, 121, 132–133
disrupter leadership role
strategy collage and, 197, 198f
Drucker, Peter, 48
ecological thinking, 117
e-commerce, 91, 95–96, 100, 106, 129, 131, 197
economic crises, and renewal approach, 147–148, 155
economics of information, 117–118
economizing, in renewal approach, 13, 13f, 144, 144f, 145–146, 153–156, 206
ambidexterity and external, 22, 178, 178f, 188–189
Apple’s approach to orchestration of, 188–189
Red Hat example as orchestrator of, 121–123
shaping strategy and, 115, 116, 117, 135–136, 139
See also business ecosystem concept
Elop, Stephen, 120
emerging markets, 38, 75, 115, 118, 119–120, 119f, 158, 174, 193
engaging, in shaping approach, 12, 12f, 115, 116f, 124
environments matrix, 30
envisaging, in visionary approach, 11, 11f, 90, 90f, 97, 110
e-readers (Kindles), 106, 107, 172
Ericsson, 146
evolutionary economics, 64
evolvable organizations, 187
evolving, in shaping approach, 12, 12f, 115, 116f, 124
execution
adaptive approach using, 68
classical approach using, 8, 8f, 28, 28f, 207
leadership in complex organizations and, 195–196
questions for leaders to guide, 205–206
experience curve, 9, 16t, 30, 50, 98
experiments, portfolio of, in adaptive approach, 68, 72–73, 77, 78, 79
exploration-versus-exploitation trade-offs, 176, 180, 186
external ecosystem approach to ambidexterity, 22, 178, 178f, 188–189
Facebook, 105, 118, 121, 125, 126f, 135
false knowns, 70, 71, 71f, 207
fast fashion, Zara, 62
FedEx, 29
Fedora operating system, 128
Fidelity Investments, 102
Fine, Charles, 64
five forces framework, 3, 9, 30–31
flexibility
adaptive approach with, 67, 81, 85t
ecosystems in shaping approach with, 131
visionary approach with, 100, 108
FMC, 146
focus
renewal approach and, 143, 148–149
Ford, 71
forecasts, 36, 43, 44, 65, 97, 120, 123
4E Model (Tata Consultancy Services), 59
Foxconn, 189
fragmentation, and competitive advantage, 30, 31f, 39
France Telecom, 107
Gates, Bill, 105
Gillings, Dennis, 12, 87–89, 106, 110, 182
GlaxoSmithKline, 146
Global Established Pharma (GEP), Pfizer, 194, 199–200
Global Innovative Pharma (GIP), Pfizer, 194, 199
GM, 71
goals
adaptive approach and, 78, 82, 85t
classical strategy and, 28, 37, 48, 51, 52, 53, 55
focus of leadership on, 53, 55
Mars and, 52
strategy and defining, 1
visionary approach and, 97, 100, 104, 107, 108
Goblin Sword app, 125
Google, 73, 79, 84, 120, 135–136, 187
Google Maps app, 126
Gorilla Glass brand glass, 81, 183
Grove, Andy, 164
growing, in renewal approach, 13, 13f, 144, 144f
growth
separation approach to ambidexterity and, 180
Towers Watson example of, 180
growth phase, in renewal approach, 156–158, 163, 206
Guo Ping, 38
Gyllenhammar, Per, 155
Hammer, Michael, 146
Hancock, Peter, 157, 158, 165, 197, 203, 204, 208
harshness
as business environment dimension, 6, 7f, 17
diagnostician leadership role and, 198, 199
Hastings, Reed, 82
Henderson, Bruce, 9, 29, 30, 40, 117, 201
Hoover Company, 89
horizontal fast track, 214
Hout, Tom, 64
Iansiti, Marco, 117
IDEO, 102
implementation
leadership roles and, 199, 207
visionary approach and, 97, 104–105
PepsiCo in, 174
Tata Consultancy Services (TCS) in, 10–11, 57–60
visionary strategy and, 93
Inditex, 62
Infineon, 189
information management/information
adaptive approach and, 69–71, 77–78
Bausch & Lomb’s management of, 161
quantitative measurements of, 134
renewal approach and, 159, 160–161
strategy approach implementation and requirements for, 15
visionary approach and, 97, 98, 104–106
innovation
business models and, 11, 57, 100f, 106, 107, 135, 156, 161, 162, 169t
capabilities from another industry in, 107
classical approach to, 49
disruptive, 7, 49, 94, 99, 105, 118, 121, 132–133
Intuit example of safe space for, 80–81
managing, 49
Mars example of, 27
new technology applied in, 106–107
renewal approach and, 161–162, 169t
separation approach to ambidexterity and, 180
shaping approach and, 133, 134–135
strategy approach implementation and requirements for, 15
strategic investments in, 162
Tata Consultancy Services (TCS) example of, 59
Telenor example of, 76
Towers Watson example of, 180
visionary approach and, 106–107
inquisitor leadership role
strategy collage and, 197, 198f
Instagram, 105
Intel, 164
iOS operating system, 120, 128, 133, 134
iPhones, 18, 75–76, 81, 183, 188–189
Jorman, Ollila, 44
Just Ask product (Tata Consultancy Services), 59
Kay, Alan, 89
Kim, W. Chan, 94
Kindle e-readers, 106, 107, 172
Koi Pond app, 125
Kotter, John, 146
Krogh, August, 113
Lafley, A. G., 41
Lao-Tzu, 185
leadership and leaders, 193–210
adaptive approach and, 69, 82–84, 205
as animators of multiple approaches to strategy, 18–19, 197, 198f, 199
Bausch & Lomb example of, 167–168
classical approach used by, 28, 30, 50, 53–54
classical environments and, 55
critical roles played by, 23–24, 197–199, 198f. See also accelerator leadership role; antenna leadership role; diagnostician leadership role; disrupter leadership role; inquisitor leadership role; segmenter leadership role; salesperson leadership role; team coach leadership role
diversifying business experience of, 212, 213–214
Mahindra example of, 42
Mars and, 26
personally mastering strategy palette skills by, 211–214
Pfizer example of complexity and, 193–196
questions to guide strategy formulation and execution by, 205–206
renewal approach and, 159, 166–168, 206
setting context for others by, 212, 214
shaping approach and, 136–137, 206
strategy application problems and, 20
strategy approach implementation and requirements for, 15, 47
strategy collage and, 197–199, 198f, 209
strategy palette and, 14–15, 14f, 18, 191, 211–214
Tata Consultancy Services (TCS) and, 59
tips and traps for, 209, 209t–210t
visionary approach and, 97, 105, 110–111, 205–206
Walmart example of, 54
learning from mavericks, 94, 98
legacy software architectures, 120
legacy thinking, 169t
legacy trap, 154
leveraged buyouts, 145
Lochridge, Richard, 30
Lockheed Martin, 179
Louis Dreyfus Group, 107
Loveman, Gary, 78
Ma, Jack, 131
malleability
as business environment dimension, 6, 17
diagnostician leadership role and, 198, 199
mathematical basis and simulations for, 22–23, 23f
shaping approach used with, 115, 116, 118, 119f, 120, 123, 129–130, 130f, 139
as strategy palette axis, 7f, 17
traps in perception of, 19
visionary approach and, 93, 103, 104f, 111, 112t
management
adaptive approach with, 82
innovation decisions and, 81
of platforms, 129
program management office (PMO) for, 163
renewal approach and, 155, 170
3M example of principles for, 83–84
management work-outs, at Quintiles, 51
market attractiveness, analysis of, 37–38
Marriott, 102
Mars, 9, 16t, 25–27, 28, 37, 52
Mars, Frank, 25
MasterCraft suite of tools (Tata Consultancy Services), 59
Mauborgne, Renée, 94
mavericks, learning from, 94, 98
maverick scan, 105
Mavica brand camera, 153
McDonald’s, 170
McKnight, William, 83
megatrends, 11, 90, 93, 98, 99, 102, 170
Michaels, Paul, 16t, 25–27, 28
Microsoft, 105
Mintzberg, Henry, 64
Mobiquity Labs, 103
Moore, James, 117
multi-armed bandit (MAB) simulation model, 24, 223–225
multidimensional approaches. See ambidexterity
Murdoch, Rupert, 61
Nalebuff, Barry, 117
nanotechnology, 93
Nasser, Jac, 67
Nelson, Richard, 64
News Corporation, 61
Nooyi, Indra, 174–175, 197, 200, 202, 204, 207, 208–209
NovoCare Club, 114
Novo Nordisk, 13, 113–115, 121, 125, 126, 128, 133–134, 136
opportunity identification
ambidextrous organizations and, 176
information collection for, 134
in visionary approach, 97–99, 102, 104–105, 106, 111, 112t
orchestrating
building a platform step in, 127–128
operating a platform step in, 128–129
shaping approach and, 7, 12, 12f, 115, 116f, 121–123, 124–125, 126, 127–129, 131, 132, 133–134, 135, 139, 140t
orchestrator model, 118
O’Reilly, Charles, 176
organization
AIG example of culture and, 165–166
ambidextrous, 176
delayering of, 146, 160, 162–163
evolvable, 187
program management office (PMO) in, 163
Quintiles example of, 51
renewal approach and, 159, 162–163
segmenter leadership role and, 198, 200–201
self-organization approach to ambidexterity in, 22, 178, 178f, 184–185
shaping approach and, 133, 135–136
strategy application and, 20
strategy approach implementation and requirements for, 15
visionary approach and, 97, 107–109
organizational culture. See culture
Page, Larry, 73
PepsiCo, 173–175, 177, 180, 197, 200, 204, 209
persisting, in visionary approach, 11, 11f, 90, 97, 90f, 110
Peters, Tom, 73
Pfizer, 52–53, 193–196, 199, 203
PhotoStream feature, Facebook, 135
Picasso, Pablo, 176
planning
action plans resulting from, 45–46
in classical approach, 7, 8, 8f, 27, 28, 28f, 35–36, 42–45, 53, 54–55, 56t, 68, 207
cycles and horizon in, 44
disciplined approach to, 44–45
discovery-based, 64
economizing in renewal approach using, 153–156
information for, 48
Mars example of, 26
setting strategic direction using, 43–44
strategy choice and, 20
visionary approach with, 100–101
platform businesses concept, 9, 16t
platforms, in shaping approach
information sharing using, 133–134, 140t
Playdom, 121
Playfish, 121
portfolio of experiments, in adaptive approach, 68, 72–73, 77, 78, 79
portfolio shifters, 171–172, 171f
positioning
AIG and, 165
Amazon.com and, 172
classical approach using, 7, 8, 17, 28, 32, 37, 39–40
Diageo and, 38
Mahindra and, 41
Mars and, 25
PepsiCo and, 174
Procter & Gamble and, 41
resource-based view of, 31
start-ups and, 182
Walmart and, 54
Prahalad, C. K., 9, 31, 94, 118
predictability
as business environment dimension, 6
diagnostician leadership role and, 198, 199
disrupter leadership role, 201
traps in perception of, 19
See also unpredictability
preemptive transformers using, 170–171, 171f
Prius brand automobiles, 71
Procter & Gamble (P&G), 32, 41, 49
program management office (PMO), 163
Qualcomm Incorporated, 170–171
Qualcomm Ventures, 171
Quintiles, 11–12, 18, 35–36, 51, 87–89
Ramaswamy, Venkat, 118
reacting, in renewal approach, 13, 13f, 144, 144f, 206
Read, Ian, 52, 53, 193–195, 196, 199, 200, 203
Realize Your Potential program (Tata Consultancy Services), 59
Red Hat, 121–123, 125, 128, 137–138
Remington Typewriter Company, 106
renewal approach to strategy, 141–172
actions consistent with, 168
AIG examples in, 157–158, 165–166
American Express example of, 14, 141–143, 145, 163
Bausch & Lomb examples of, 148–149, 161, 167–168
business environment dimension and, 7, 7f, 15t
combinations of approaches in, 144
core idea in, 7, 15t, 143–144, 144f
iPad app for exploring, 23
key elements, examples, and traps of, 15t–16t
life-cycle stage changes and, 147–148, 147f, 148f
mathematical basis and simulations for, 22–23, 23f
other strategy approaches compared with, 13, 145–146
pivot to growth phase in, 156–158, 163
reacting to triggers in, 152–153
related approaches with, 16t
shareholder return from successfully matching environment with, 8
simulating strategy in, 158–159, 159t
strategizing in, 150–158, 224–225, 225f
strategy palette used with, 14–15, 14f
temporary aspect of, 144
thought flows used in, 13, 13f, 144, 144f
tips and traps in, 168–169, 169t
transformations in, 150–151, 151f, 152f
turning around successful company in, 170–172, 171f
when to apply, 144–148, 147f, 148f
renewal environment
archetypal approach to strategy used with, 7
assessing your business for, 150
business environment dimension and, 7, 7f
shareholder return from successfully matching strategy with, 8
Renwick, Glenn, 78
restructuring, 27, 141, 145, 155, 160, 161, 162, 163, 165. See also renewal approach to strategy
risk taking
in adaptive approach, 69
organizational culture and, 164, 180
Pfizer and, 195
shaping strategy and, 115
rivals, in five forces framework, 30
Rumsfeld, Donald, 70
salesperson leadership role
AIG example of, 204
communication by, 24, 198, 203–204
strategy collage and, 197, 198f
Saunders, Brent, 149, 161, 167–169
scale
BCG matrix using, 30
classical approach and, 16t, 28, 35, 38, 41, 42, 49, 52, 54
competitive advantage and, 30, 31, 31f, 39–41
culture and, 52
innovation and, 49
See also size
scaling up, in adaptive approach, 10, 10f, 60f, 61, 207
segmenter leadership role
PepsiCo example of, 200
strategy collage and, 197, 198f
Seibel, Bill, 102
selecting approaches, in adaptive approach, 10, 10f, 60f, 61, 207
self-assessment tool, on approach to strategy, 24, 212, 214–217
self-challenge culture, in adaptive approach, 71–72
self-organization
ambidexterity approach using, 22, 178, 178f, 184–185
Haier example of, 185
self-tuning algorithms, for ambidexterity, 185–187, 187f
separation
ambidexterity approach using, 22, 175, 177, 178f, 179–181, 190
of businesses, 176
Towers Watson example of, 179–181
serial temporary advantage, 10, 61
shaping approach to strategy, 113–140
actions consistent with, 138
business environment dimension and, 7, 7f, 15t
core idea in, 7, 15t, 115–117, 116t
culture and, 136
engaging stakeholders in, 124–127, 126f
evolving ecosystems in, 129–131
iPad app for exploring, 23
key elements, examples, and traps of, 15t–16t
mathematical basis and simulations for, 22–23, 23f
mutual value proposition in, 125, 126f
Novo Nordisk example of, 13, 113–115
orchestrating collaboration in, 127–129
other strategy approaches compared with, 12–13, 117–118, 137–138, 139
related approaches with, 9, 16t
shareholder return from successfully matching environment with, 8
simulating strategy in, 129–130, 130f, 224–225, 225f
strategy palette used with, 14–15, 14f
thought flows used in, 12, 12f, 115, 116f
tips and traps in, 139, 139t–140t
shaping environment
archetypal approach to strategy used with, 7
assessing your business for, 123
business environment dimension and, 7, 7f
shareholder return from successfully matching strategy with, 8
Shell International, 44
Shulman, Lawrence, 31
simple rules-based strategy, 9, 64, 80
simulations
adaptive approach and, 74, 74f
multi-armed bandit (MAB) model for, 223–225, 225f
renewal approach and, 158–159, 159t
shaping approach and, 129–130, 130f
visionary approach and, 103, 104f
single-mindedness, in visionary approach, 89
size
BCG matrix and, 30
classical approach and, 8, 29, 30, 32, 39, 56t
competitive advantage and, 31f, 39, 40
visionary approach and, 90
See also scale
Skunk Works, Lockheed Martin, 179
Snapshot telematic device, 77–78
Sony, 153
Sørensen, Lars, 113–114, 115, 125, 136
specialization
classical organizations using, 50, 52
competitive advantage, 31f, 39
Haier and, 185
Mahindra and, 41
Quintiles and, 51
shaping organizations using, 131, 140t
visionary organizations using, 108
speed
accelerator leadership role and, 24, 199
adaptive approach and, 63, 72, 75, 78, 79, 80, 86t
culture for, 109
innovation and, 106
leadership and, 167
technological disruption and, 153, 154
visionary approach and, 101–103, 104, 106, 109
stakeholder management theory, 117
stakeholders
mutual value proposition with, 125, 126f
shaping approach and, 121–122, 124–127, 126f
stalemate, in competitive advantage, 30, 31f, 39
standardization
in adaptive organizations, 81
in classical organizations, 50
of project reports and metrics, 48, 163
strategic planning. See planning
strategizing
self-assessment of current practices in, 215
strategy approaches
adaptive. See adaptive approach to strategy
application problems after selection of, 20
classical. See classical approach to strategy
collage of. See strategy collage
diversity and range of environments and, 2, 2f
leaders as animators of, 18–19, 197, 198f, 199
mismatches of business environment with choice of, 19–20
multi-armed bandit (MAB) simulation model for choosing, 223–225, 225f
multiple. See ambidexterity
palette using. See strategy palette
performance gap for companies and need for, 2, 3f
renewal. See renewal approach to strategy
selecting and using right approach, 1–4
self-assessment of, 24, 212, 214–217
shaping. See shaping approach to strategy
visionary. See visionary approach to strategy
iPad app for exploring, 23
mathematical basis and simulations for, 22–23, 23f
multiple. See ambidexterity
See also adaptive approach to strategy; classical approach to strategy; renewal approach to strategy; shaping approach to strategy; visionary approach to strategy
strategy collage
description of, 18–19, 20, 196–197
leaders as animators of, 18–19, 197, 198f, 199
leadership roles needed with, 197–199, 198f, 209. See also accelerator leadership role; antenna leadership role; diagnostician leadership role; disrupter leadership role; inquisitor leadership role; segmenter leadership role; salesperson leadership role; team coach leadership role
strategy palette and, 14
tips and traps with, 209, 209t–210t
strategy palette
ambidexterity and, 176, 186, 190–191
application levels for, 14–19, 14f
applying to business and life, 212–213
deepening understanding of, 212–213
diversifying business experience and, 213–214
examples of companies using, 15t–16t
leadership roles needed with, 18, 197–199, 198f. See also accelerator leadership role; antenna leadership role; diagnostician leadership role; disrupter leadership role; inquisitor leadership role; segmenter leadership role; salesperson leadership role; team coach leadership role
mathematical basis of, 22–23, 23f
personally mastering skills for, 211–214
related schools of strategy with, 9, 16t
setting context for others for, 214
streamlining, 145, 146, 157, 162, 165. See also renewal approach to strategy
substitutes, in five forces framework, 30
successful companies, turning around, 170–172, 171f
suppliers, in five forces framework, 30
supply chains, Zara’s use of, 62
sustainable competitive advantage, 8, 10, 28, 29, 33, 40, 61
switching
ambidexterity approach using, 22, 178, 178f, 181–184
Symbian platform, 120
symbiosis, 117
system advantage, 118
talent management
team coach leadership role and, 198, 202–203
Telenor’s approach to, 76
Tata Consultancy Services (TCS), 10–11, 57–60
team coach leadership role
strategy collage and, 197, 198f
technological change, 1, 15t, 17, 32, 57–58, 93, 94, 118, 120, 154, 176
temporary advantage, 10, 16t, 61, 64, 68
time-based competition, 64, 146
Timeline feature, Facebook, 135
timing
with collaboration in shaping approach, 127
life-cycle stage changes and, 147–148, 147f, 148f
in shaping approach, 139t
in visionary approach, 89, 90, 91–92, 93, 112t
tips and traps
adaptive approach and, 84–86, 86t
classical approach and, 54–55, 56t
leadership roles and, 209, 209t–210t
renewal approach and, 168–169, 169t
shaping approach and, 139, 139t–140t
strategy collage and, 209, 209t–210t
visionary approach and, 111, 112t
T-Mobile, 39
TNT, 29
transformation
renewal approach and, 16t, 19, 145
success rate of, 150–151, 151t
trajectories of phases in, 151, 152f
Transocean, 146
traps
key elements and examples of strategies and, 15t–16t
See also tips and traps
triggers, in renewal approach, 19, 152–153
leaders and, 166
for successful companies, 170–171, 171f
triggers for, 19
See also renewal approach to strategy
Tushman, Michael, 176
uncertainty
adaptive approach used with, 65–66, 65f, 74, 74f
tool for segmenting, 70–71, 71f
underexploited knowns, 70, 71f
Unilever, 32
US Food and Drug Administration (FDA), 92, 196
unpredictability
adaptive approach used with, 65–66, 65f, 74, 74f, 76, 85
as business environment dimension, 6, 7f, 17
mathematical basis and simulations for, 22–23, 23f
shaping approach used with, 116, 118, 119–120, 119f, 129–130, 130f, 131–132, 139
traps in perception of, 19
value creation, cocreation of, 118
value propositions
in innovation, 135
in shaping approach, 125, 126f
in visionary approach, 97, 99, 100f, 112t
variance
in classical approach, 50, 72–73
varying approaches, in adaptive approach, 10, 10f, 60f, 61, 207
Venter, Craig, 91
vision
American Express example of, 143
communicating, 97, 101–103, 107–108, 112t, 136
innovation’s role in defining and realizing, 106–107
leadership in renewal approach and, 166–167
shaping approach and development of, 124–125, 131–133
visionary cultures anchored on, 109
visionary approach to strategy, 87–112
actions consistent with, 111
business environment dimension and, 7, 7f, 15t
communicating vision in, 101–103, 107–108
culture and, 109
formulating vision in, 99–100, 100f
implementation of, 97, 104–105
iPad app for exploring, 23
key elements, examples, and traps of, 15t–16t
leadership and, 110–111, 205–206, 207
mathematical basis and simulations for, 22–23, 23f
mismatch of perceived environment with, 20
opportunity identification in, 97–99
other strategy approaches compared with, 11, 13, 139
Quintiles example of, 11–12, 87–89, 108–109
related approaches with, 9, 16t, 94
shareholder return from successfully matching environment with, 8
simulating strategy in, 103, 104f, 224–225, 225f
strategy palette used with, 14–15, 14f
thought flows used in, 11, 11f, 90, 90f
visionary environment
archetypal approach to strategy used with, 7
assessing your business for, 96
business environment dimension and, 7, 7f
shareholder return from successfully matching strategy with, 8
Vivacious Enterprise platform (Tata Consultancy Services), 60
Vodafone, 38
volume, in competitive advantage, 30, 31f, 39, 40
Volvo, 155
VUCA (volatility, uncertainty, complexity, ambiguity) environments, 68
Wallenberg family, 92
Walmart, 54
Walter, Bob, 143
Walton, Sam, 54
Weeks, Wendell, 183
Wernerfelt, Birger, 31
Whitehurst, Jim, 121–122, 137–138
William Wrigley Junior Company, 27
Winter, Sidney, 64
Wireless Innovation Council, 102
Wojcicki, Anne, 91–92, 99, 100–101, 109, 110
working-capital factoring, 145
World Diabetes Foundation, 114
Wyeth, 193
Xerox, 89
Zhang, Ruimin, 185
Zipcar, 107
Zynga, 121