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The Power of strategic thinking: lock in markets, lock out competitors

Author: Robert, Michel Publisher: McGraw-Hill, 2000.Language: EnglishDescription: 206 p. : Ill. ; 24 cm.ISBN: 0070598282Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD30.28 .R63 2000
(Browse shelf)
Available 900186155
Total holds: 0

Includes bibliographical references and index


Contents Power of Strategic Thinking Power of Strategic Thin king Preface xi 1. D o You Suffer from Competitor Obseseion? Wirmipg Requires a Distinctive Strategy 1 Imitation Can Be Suicidal 2 A Distinctive Strategy Controls the Sandbox 4 Control or Influence: A Definition 4 Companies Unshackling Themselves from an Imitation Strategy 5 Sandboxes Controlled or Influenced by Key Players 6 The Key to Control of the 'Sandbox 7 Interview Glen Barton, CEO, Caterpillar, Inc. 2. Changing the Rulea of Play Companies That Changed the Game 16 Companies in the Midst of Changing the Rules Why Changing the Rules Works 26 23 Interview Bruce Simpeon, CEO, Robert. Expreeu 3. The CEO'e Dilemma: Strategic Ambiguity Strategy Versus Operations 33 What Is the Strategic IQ of Your Organization? 36 Scoring Your Strategic IQ 37 Good Strategy. Bad Execution 38 The CEO's Dilemma 40 Interview RafaU Decaluw6, CEO, Bekaert S . . A 4. Strategic Thinking: The Emeence of Competitive Advantage Obstacles to Strategic Thinking 49 Strategic Planning Does Not Strategic Thinking Make. 54 The CEO's Vision: The Cornerstone of Corporate Strategy The Strategic Profile Becomes a Filter for Decision Making Interview Laurie Dippenaar, CEO, FhtRand 'Corporation 5. Driving Force: The D A of Strategic Thinking N Ten Strategic Areas 70 Two Key Messages 70 The Driving Force As the Strategic Engine 7 1 Key Strategic Questions 74 The Fundamental Concept of Strategy 76 Strategy by Design, Not by Accident 80 Interview Mike Harnetty, Diddon Vice Remident, 3M Company 6. Crafting and Articulating a Distinctive Strategy The Futility of Meaningless Mission Statements 90 The Usefulness of a Meaningful Business Concept 9 1 Real Business Concepts 92 The Business Concept As a Strategic Filter 94 Interview Neil McDonoagh, CEO, FLEXcon, Inc. 7. Aream of Excellence: Widening Your Competitive Advantage Defining Areas of Excellence 105 Areas of Excellence Must Be Given Preferential Treatment Areas of Excellence Are Nurtured over Time 113 Importance of Areas of Excellence 114 Interview Robert Burgess, CEO, Pulte Corporation 11s 8. The Concept of Strategic Leverage 121 Interview Claude Lalonde, President, G r o u p Cantrex, Inc. 9. Managing Yoar Competitor'8 Stratem to Your Advantage Control or Influence the Sandbox 135 Predictable Behavior in the Automobile Industry 137 The Fallacy of Critical Success Factors 139 The Vince Lombardi School of Management 141 Two Choices: Imitate or Obliterate? 142 134 Interview Jim Mooney, CEO, OM Group 10. Sandbox Competition and the Rule8 of W r a Rule 1: Circumscribe the Sandbox 153 Rule 2: Choose Your Competitors Before They ,ChooseYou Rule 3: Never Give a n Enemy a Sanctuary 155 Rule 4: Never Start Wars on Two FYonts 156 Rule 5: Never Start Meaningless Wars 157 Rule 6: Never Start a War Without Weapons 157 Rule 7: Never Go to War with a One-Step Plan 157 Rule 8: Listen to the "Music" 158 145 153 154 Interview Eart Wiedenhaupt, CEO* American Redmion Indumtriem 11. The C O u Prow88 Leader E A Fundamental Skill of Leadership 165 The Role of the Process Leader 165 The Role of the Process Facilitator 166 Tangible and Intangible Results 166 Inteniew Vernon Oecble, Chairman and CEO* Quanex Coxporation I t . Making Strategic Thinking a Repeatable Practice PHASE I: Briehg Session ( 1 half day) 178 PHASE 1 : Strategy Formulation Work Session (3days) 178 1 PHASE 1 1 Strategic Objectives (1 day) 181 1: PHASE IV:Critical Issue Review Session (2 half days) 182 172 177 PHASE V: Review Session (2 days) 183 Repeatable Business Practice 183 Interview Lac Desjardins, President and CEO, Mail-Well Envelope 13. Megachanges That Will Challenge Every Company's Strategy Macrochanges Versus Microchanges 191 Eight Macrochanges at Work for or Against Your Strategy Simultaneous Convergence 196 184 190 191 Bibliography Index 203 199

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