Index
Vickie Cox Edmondson
(Morehouse College, USA)
ISBN: 978-1-78756-158-8, eISBN: 978-1-78756-157-1
Publication date: 8 October 2018
This content is currently only available as a PDF
Citation
Edmondson, V.C. (2018), "Index", The Thinking Strategist: Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems, Emerald Publishing Limited, Leeds, pp. 221-231. https://doi.org/10.1108/978-1-78756-157-120181028
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Ability
, 9–10, 19, 21, 25, 29, 32, 41, 69, 111, 164, 192, 194, 203
Accountability
, 34–36, 188–189
Accounting function
, 75
Acquisition
, 117
Activity ratios
, 195
Adaptive reasoning
, 9
Adaptors
, 120
Adventurers
, 119–120
Advertising
, 201
Agency
, 82
Agglomerate collectives
, 107
Agreement
, 125
on desired outcomes for key result area
, 128
ideal option
, 126–127
key result areas
, 127
on methods
, 127–128
problem solving
, 126
on quantitative performance expectations
, 128
on risk management and contingencies
, 129
satisfaction ranges
, 128
Alternatives
, 31, 55, 107, 113, 153, 163, 182, 200
Altier change model
, 47–49
Ambiguity
, 45, 202
Amplers
, 120
Analysis
business
, 74–75
competitive financial
, 76, 188–189
comprehensive driving force
, 85–86
decision
, 129–131
environment
, 80–81
external driving force
, 82–83
financial
, 90–91
functional analysis
, 179
potential problem avoidance
, 147–149, 152–157, 209–210
stakeholder
, 84–85
strategy
, 73–74
SWOT
, 85–88
Analyzer strategy
, 111
Analyzers
, 106
Anchors
, 119
Anti-bullying program
, 49
Appendix
, 131–133, 174, 181–182
Assessment
, 11, 28
tools
, 30–31
Asset turnover ratio
, 196
Assets
, 189
Assumptions
, 7–8, 45, 50, 67, 69, 125
Astley and Fombrun model
, 107
Attention
, 11
Average stakeholders
, 19
Bad costs
, 114
Bad industry costs
, 114
Balance sheet
, 190
Bankruptcy
, 115–116
Bargaining power
buyers
, 82–84, 86, 215
complementor firms
, 82–84, 86
other stakeholders
, 24–26
suppliers
, 82–84, 86, 116, 215
Benchmark based on strategic groups
, 65
Best costs
, 114
Blasting
, 34
Board cuts
, 115
Board of Directors
, 19–21
Bottom-up approach
, 17
Brainstorming
, 96, 123–125
Branding
, 201
Broad strategies
, 65
Budgets
, 164
objective testing
, 171–172
Business
, 5, 15
acumen
, 37
building links with business schools
, 121–122
functional areas of business analysis
, 74–75
with minority business enterprises
, 118–120
mission
, 42–43
partners
, 24
power
, 18
process
, 37
process mapping
, 203
process modeling
, 203
strategy
, 105, 110
C-Suite
, 21
Campaign
, 49
Capabilities
, 52, 73, 117, 119
Career advancement
, 61, 65
Case analysis
defined
, 10
executive summary
, 64
external analysis
, 80, 82–83, 85, 130
financial analysis
, 76, 90–91, 188, 190
financial ratios
, 191–192
implementation plan
, 143–157, 173, 208
internal analysis
, 85
oral presentation of
, 200, 202
recommendations
, 50, 77, 109, 110, 177
research
, 63–64
sources
, 182–183
strategic alternatives
, 107, 113, 153, 163, 182, 200
strategic issues
, 121, 125–126
tables
, 180–181
visuals
, 130, 174, 180–181
written report
, 176, 177
Cash/cash equivalent
, 189
Caveats about financial ratios
, 191–192
Centralized decision making
, 17
Change
future
, 48
past
, 48
planned
, 48
unplanned
, 49
Charts
, 180–181
Collaborative decision making process
, 124
Collective strategy
, 118
Commitment
, 17, 45, 152, 173–174, 177, 183
Common size statements
, 189
Communication functions
, 201
Company
, 15
Comparisons
levels
, 77, 207
to others
, 10–11, 65, 83
Competencies
, 7, 11–12, 17, 72
core
, 73
distinctive
, 7, 73
Competition
, 5
crafting strategy for
, 54–55
Competitive advantage
, 13, 55–56, 72, 76, 87–88, 101–111, 114, 144, 205
Competitive disadvantage
, 55–56, 87
Competitive financial analysis
, 76, 188–189
Competitive Forces (Porter’s Model)
, 82
Competitive strategy
, 105, 106, 108, 110, 119
Competitive strength
, 54
Complementary products
, 82
Complementors
, 82
Completed internal facing current reality tree
, 98
Components
, 143
Comprehensive driving forces analysis
, 85, 86
Conceptual understanding
, 8
Confederate collectives
, 107
Confidence
, 26
Confidentiality
, 68–69
Conflict
, 24, 30, 34
Conflict Cloud
, 100
Conglomerate merger
, 117
Conjugate collectives
, 107
Consortium
, 118
Constraints
, 49, 56
Construction industry
, 89
Contingencies
, 149
agreement on
, 129
planning
, 156, 210
Contracts
, 88, 89, 118, 120
Contributions
, 12–14
Control
, 56–57, 187–197
Cooperation
, 25, 26
Corporate governance
, 20
Corporate strategy
, 105, 110
Correction
, 57, 146, 180, 188
Corrective actions
, 28, 57, 185, 188
cutting cost
, 113, 115
leadership
, 108, 109
relative costs
, 113
Crafting strategy
, 101, 111
for competition and sustainability
, 54–55
Creativity
, 11, 101
Credibility
, 64, 182
Critical questioning
, 45–46
Critical reading
, 45–46
Critical success factors
, 9–10
Critical thinking
, 45–46
Critical understanding
, 46
Critical voicing
, 46
Cultures
, 35
Current, financial terms
, 189
Current ratio
, 194–195
Current reality trees (CRTs)
, 93, 132, 135
completed internal facing current reality tree
, 98
external facing current reality tree components
, 97
internal facing current reality tree
, 97
Customers
, 24
customer-facing functions
, 199
service
, 201
Debriefing
, 48
Debt-to-assets ratio
, 196
Debt-to-equity ratio
, 196–197
Debts/liabilities
, 189
Decentralized decision making
, 17
Decision
analysis
, 129–131
decision-making authority
, 17
matrix
, 208
modes
, 131–132
Decision-making
, 15–17, 31, 67, 201
dissent in
, 33–34
requirements for
, 14
Defenders
, 106
Demographic segment
, 81
Depreciation
, 189
Deviation
, 161, 168, 185, 187–188
Differentiation
, 108
Difficulty
, 147
Directive
, 45
Displays
, 180–181
Disruptive strategy
, 47, 110, 130
Dissent strategies in decision making
, 33–34
Diversification
, 116–117
Divestiture
, 113
Dividends
, 189
Documenting
, 141, 203
Documents
, 61, 63–65, 96, 190, 203
Driving forces analysis template
, 215
Earnings before interest and taxes (EBIT)
, 193
Earnings per share
, 193–194
Economic segment
, 81
Economic system
, 56
Edmondson and Edmondson five questions reflective model
, 46
Edmondson and Munchus model of dissent strategies
, 35
Effective strategy-making process
, 18
Emergent strategy
, 109–110
Emotional intelligence
and assessment tools
, 30–31
developing
, 31–32
Emotions
, 31
Employee Assistance Program (EAP)
, 32
Employees
, 22
Empowered problem solvers and contributors
, 22–24
Entrepreneurship
, 3, 6, 16
Environment
, 80–81
Ethics
, 29
Evaluation
, 56–57, 187–197
Exchanging information
, 176
Executive Order
, 109255, 118
Executive Order
, 11458, 118–119
Executive Order
, 11625, 119
Executive summaries
, 21
Expectations
, 9–10, 128–129
Expenses
, 189
Experience
, 10, 21, 24, 63, 88, 89, 121–124, 127, 132, 161, 204
Expert status
, 10–12
External analysis
External analysis
, 80, 82–83, 85, 130
External driving forces analysis
, 82–83
External environment evaluation
analytical tools
, 80
comprehensive driving force analysis
, 85–86
distribution network
, 79
environmental factors
, 89–91
external driving force analysis
, 82–83
forces driving industry competition and attractiveness
, 83–84
six segment general environment analysis
, 80–81
Skye Construction
, 88–89
stakeholder analysis
, 84–85
SWOT analysis
, 85–88
External facing CRT
, 98–99
External facing current reality tree components
, 97
External stakeholders
, 18
Face-to-face meetings
, 174–176
Facilitator
, 22, 94, 123–124
Fact check
, 64–65
Facts
, 55, 64
Failure
, 57, 67, 73, 145, 147, 163
Fear of failure
, 124
Feedback
, 30, 32–33, 35, 143, 162, 183, 188, 204
Final decision
, 5–6, 17, 133, 136, 138, 143, 179
Finance function
, 75
Financial analysis
, 76
for Syke Construction
, 90–91
Financial objectives
, 103
Financial performance objectives
, 52–54
Financial ratios
activity ratios
, 195
asset turnover ratio
, 196
caveats about
, 191–192
current ratio
, 194–195
debt-to-assets ratio
, 196
debt-to-equity ratio
, 196–197
earnings per share
, 193–194
EBIT
, 193
gross profit margin
, 192
interest coverage ratio
, 197
inventory turnover
, 195–196
key financial ratios for analyzing company’s strengths and weaknesses
, 192
long-term debt to equity ratio
, 197
net profit margin
, 193
operating profit margin
, 193
quick ratio
, 195
ROA
, 194
ROE
, 194
Financial statements
, 190–191
Financial terms, common
, 189–190
Financiers
, 24
Firm(s)
, 15, 18
firm’s intellectual capital
, 121
growth
, 116–117
industry–society relationship
, 79–91
relative strength template
, 207
Fixed asset
, 189
Fixed costs
, 113
Flat management structure for small entrepreneurial venture
, 6, 16
Flexibility
, 109–110, 138
Focus
, 25, 50–51, 63, 103, 163, 178
Forces driving industry competition and attractiveness
, 83–84
Forces model
, 82
Forecasting
, 127
Formal meetings
, 175–176
Functional analysis
, 74, 174, 179,
Functional areas of business analysis
, 74–75
Functional strategy
, 105, 110
Gaining alignment on current problem situation
brainstorming sessions
, 96
CRTs
, 93–94
external facing CRT
, 98–99
findings from Skye Construction
, 96
follow-up meeting
, 97–98
UDEs
, 94–95
Gaining commitment
, 173
citations and sources
, 182–183
face-to-face meetings
, 174–176
meeting content presentation
, 176
relationship between organizational structure and performance
, 183
stakes
, 173
storytelling
, 176–178
supporting functional analysis
, 179
use of appendix and summary handout
, 181–182
use of examples
, 178
visuals tables, charts, graphs, displays, and pictures
, 180–181
web conferencing
, 174
Gantt charts
, 163
Gathering information with shared goal
benchmark based on strategic groups
, 65
fact checking
, 64–65
handling stakeholder need for confidentiality
, 68–69
pay attention to numbers
, 65–66
primary research
, 63–64
search with shared goal in mind
, 64
thinking
, 66–68
willingness to accept findings
, 69–70
General environment
, 80–81
General Systems Theory
, 71
Givens
, 48–49, 164
Global
, 81
factors
, 79
segment
, 81
Goal
, 7, 11, 15–16, 25, 41, 50–51, 53, 64
setting
, 7
Goldratt’s Theory of constraints (TOC)
, 48
Good costs
, 114
Good strategy, criteria for
achieve goals meet objectives
, 50–51
change and innovation
, 47–49
constraints
, 56
crafting strategy for competition and sustainability
, 54–55
evaluation and control
, 56–57
financial and strategic performance objectives
, 52–54
introducing change
, 49–50
leveraging competitive advantage and disadvantage for edge
, 55–56
reactions to change
, 50
resources
, 56
Governance
, 20
Government
, 18, 42, 63–64, 80, 82, 117, 119–120
Graphs
, 180–181
Gross profit margin
, 192
Group thinking
, 67
GROW Model
, 7
Growth
, 108
strategy
, 5
Guidelines
, 50
Hierarchical management structure
with multiple strategic business
, 16
with strategic business
, 6
Hindsight
, 127
Historical data
, 127–128
Honest analysis
, 56
Honest feedback
, 30
Horizontal merger
, 117
Hostile takeover
, 117
Human resource(s)
, 75
development
, 31
professionals
, 160
Identity
, 29–30, 68, 101, 201
Image
, 177, 181
Immediate goal
, 51, 53
Implementation
, 175, 187
Implementation plan
, 173
or subplan components and responsibility list template
, 208
Implementation planning
, 143–146
avoiding potential problems
, 147–149
legend for
, 149–150
risk management and sticking to plan
, 146–147
Skye construction
, 150–157
strategic management process
, 144
Implementing
, 55, 79, 103, 148, 165, 173, 183, 187–188
Importance
, 15, 47–48, 107, 126, 129, 185
Income
income/profit
, 189
statement
, 190
Individual Contribution Worksheet
, 161–162, 211
Industry
, 41–42
Informal meetings
, 175
Information
gathering
, 68
systems function
, 75
Initiatives
, 49, 115
Innovation
, 47
Inside directors
, 20
Integrity
, 57
Intelligence
, 63, 69, 125, 177, 204
Interdependencies
, 54
Interest coverage ratio
, 197
Interlocking directors
, 20
Intermediate decision
, 5–6, 22
Internal analysis
, 72, 94
Internal communications
, 199, 201
Internal environment analysis
competitive financial analysis
, 76
functional areas of business analysis
, 74–75
identifying firm strengths and weaknesses
, 76–77
present strategy analysis
, 73–74
relationship between organizational structure and performance
, 72
strategy–structure relationship theory
, 71–72
Internal facing current reality tree
, 97–99
Internal stakeholders
, 18, 22, 24, 57
Intuition
, 9, 63, 123
Inventory turnover
, 195–196
Joint decision making
, 17
Joint venture
, 118
Journal
, 7–8
Judgment
accountability
, 34–36
collective persons making decisions
, 29–30
developing better judgment
, 33
developing emotional intelligence
, 31–32
dissent in decision making
, 33–34
emotional intelligence and assessment tools
, 30–31
KISS approach
, 202
Knowledge
, 11, 41, 145, 159, 177, 204
Knowledge-based contributions quality
, 14
Leadership
, 21
cost
, 108
forensic
, 178
training
, 33
Leading
, 41, 74, 98
Leading in Energy and Environmental Design (LEED)
, 89, 91
Learning
organizational
, 57, 65, 141, 152, 187
project-based learning
, 122
from repeated practice
, 10
Legal
, 79, 80, 81
Less-powerful stakeholders
, 19
Leverage ratios measure
, 196
Leveraging competitive advantage and disadvantage for edge
, 55–56
Licensing arrangement
, 118
Liquidation
, 113
Liquidity ratios measure
, 194
Listening
, 67
Long-term debt to equity ratio
, 197
Loss, financial terms
, 189
Malik relation-based, context-specific coaching model
, 34, 36
Management function
, 75
Managers
, 21–22
Managing talent, time, and money
findings from Skye Construction
, 165
implementation plan
, 159–160
setting realistic time expectations
, 162–163
staying within budget
, 164
talent assessment
, 160–162
TCS
, 169–171
testing budget objective
, 171–172
testing plan objectives
, 165
testing talent objective
, 165–166
testing time objective
, 167–169
Margin
, 109, 190
Marketing function
, 75
Media relations
, 201
Meeting content presentation
, 176
Merger
, 117
Messaging
, 199–200
Miles and Snow typology of competitive strategy
, 105, 107, 111
Minority business enterprises (MBEs)
, 118
strategy types for
, 120
Minority enterprises
, 119
Minority-owned businesses
, (see Minority business enterprises (MBEs))
Mission statement
, 44
Mixed costs
, 113
Money
, 81, 109, 145, 159, 164, 179
in strategic management process
, 114
Multiple strategic business
hierarchical management structure with
, 16
units
, 17
Myers–Briggs Type Indicator
, 32
National Minority Supplier Development Council
, 119
Necessity clause
, 95
Negotiating price
, 160
Net profit margin
, 193
Net profit/net earnings/bottom line
, 190
Net worth
, 190
Networking
, 163
No immediate change/active waiting option
, 111–112
No-Change strategy
, 111
No-Cost strategy
, 159, 164
Objective
, 5, 22, 23, 50–51, 54, 57, 103
of corporate strategies
, 108
eliminated
, 133
financial
, 103
linking implementation to
, 143–157
objective-based strategies
, 107–109
performance
, 52, 103
SMART performance
, 104
strategic
, 103
weighting
, 133
Objective testing
budget
, 171–172
plan
, 165
talent
, 165–166
time
, 167–169
Observing
, 7, 70, 100
Operating profit margin
, 193
Operations function
, 75
Opportunities
, 7
industry factor
, 79, 80
personal
, 115
Oral or written communication
, 200
Organic collectives
, 107
Organization
, 15
culture
, 33
Organizational blasting
, 34
Organizational chart
, 71
Organizational communication
, 34
Organizational dissent strategy
, 33
Organizational ethics
, 29
Organizational leaders
, 34
Organizational learning
, 57, 65, 141, 152, 187
Organizational rumbling
, 34
Organizational silence
, 34
Organizational structure
, 15–17
Outcomes
, 23
address stakeholder
, 26, 173
agree on desired
, 128, 143
Outsourcing
, 75, 145
Overarching organizational goal
, 51, 53
Owner’s equity
, 190
Owners
, 24
Partnering
, 118–120
Pay attention to numbers
, 65–66
Perception
, 25, 29, 54–55, 107, 131
Performance
, 52, 56–57
objectives
, 103
Personal ethics
, 29
Personality
, 32
Pictures
, 180–181
Plan objective test
budget template
, 213
for talent template
, 211
for time template
, 212
Planning
, 25, 74, 141
Policies
, 49
Political/legal segment
, 80, 81
Porter’s five forces model
, 82
Potential Problem Avoidance Analysis
, 147–149, 152–157, 209
contingency planning for potential problem
, 210
likely causes of potential problem
, 209
Potential problems, avoiding
, 147–149
Power
balance of
, 25
business
, 18
stakeholder
, 17–19, 20
Powerful stakeholders
, 19
Predicting
, 127
Presence
, 199
Present strategy analysis
, 73–74
Presentations
, 26
Presenting meeting content
, 176
Preventive Actions
, 146, 149, 155
Price
, 108, 109
Pricing
, 192
Primary source of information
, 63
Primary stakeholders
, (see Internal stakeholders)
Priorities
, 126
Problem solvers
, 111
Problem solving
, 41, 203–204
Problems
, 39
Procedures
, 50
Production function
, 75
Productive disposition
, 9
Profit and loss statement (P&L statement)
, 190
Profit strategy
, 189
Programs
, 49
Project-based learning
, 122
Prospectors strategy
, 106
Public Company Accounting Reform and Investor Protection Act (2002)
, (see Sarbanes–Oxley Act (SOX))
Public relations
, 201
Publicity
, 201
Quality of knowledge-based contributions and skill-based contributions
, 14
Quantitative performance expectations, agreement on
, 128
Questioning, critical
, 46
Quick ratio
, 195
R&D function
, 74–75
Ramifications
, 164
Ranking factor approach
, 126, 129
Rapport
, 25
Reactors
, 106
Reading
, 3, 99
Realistic expectations of success
, 9–10
Recommendations
, 50
Recording deviations from planned results
, 187–188
Reduction strategies
, 112, 113
Reengineering
, 113
Reflection
, 9
Relationship building
, 109
Reorientation
, 108
Reporting
, 99–100, 176, 188
Reports
documents
, 64–65
organizational structure
, 22, 71, 201
Reputation
corporate
, 35
personal
, 53
Research
, 28, 123
objectives-based
, 130
primary
, 63
secondary
, 63
Residual probability
, 149
Resource based view approach
, 108
Resources
, 56
Restructuring
, 113
Retrenchment strategy
, 108
Return on assets (ROA)
, 194
Return on equity (ROE)
, 194
Revenue generating strategies
, 192
Revenue strategy
, 190
Rightsizing
, 113
Risk
accept
, 147, 148
aversion
, 120, 124
Risk management
, 146–147
agreement on
, 129
Rivalry
, 82, 84
Root cause
, 98
Rumbling
, 34
Sarbanes–Oxley Act (SOX)
, 20
Satisfaction ranges
, 128, 130–131, 133, 135–136
Satisficers
, 18–19
Scenario planning
, 127
Secondary source of information
, 63
Secondary stakeholders
, (see External stakeholders)
Securities and Exchange Commission (SEC)
, 191
Selective cuts
, 115
Self-assessment
, 11
Self-Deployment Inventory
, 32
Shareholder’s equity
, 190
Shareholders/stockholders
, 190
Silence
, 34
Single business
structure
, 17
unit
, 6, 16
Six segment general environment analysis
, 80–81
Skill(s)
, 7, 10, 11, 43, 65, 116, 117, 121, 178, 204
fluency
, 8
skill-based contributions quality
, 14
skill–opportunity paradox
, 9
Skye Construction
, 88–89, 150
appendix of eliminated objectives
, 133
decision matrix
, 135–139
financial analysis for
, 90–91
findings from
, 132, 165
implementation plan components and responsibility list
, 151
implementation plan objectives
, 150
implementation plan subcomponents and responsibility list
, 153
Potential Problem Avoidance Analysis
, 152–157
potential problem avoidance analysis-accepted risk
, 154
potential problem avoidance analysis-likely causes of potential problem
, 155
potential problem avoidance analysis–contingency planning for potential problem
, 156
satisfaction scale
, 134
subplans
, 152
weighting objectives
, 133
Slogan
, 43, 89
Small entrepreneurial venture, flat management structure for
, 6, 16
Smart objectives-based progress report for college teams
, 214
Social contract
, 88–89
Social media
, 201
Society
, 80–81
Sociocultural segment
, 81
Soul searching
, 29
Specific, Measurable, Attainable, Relevant, Timely approach (SMART approach)
, 53, 57, 103, 104
Stabilization
, 108
Stake
, 17, 173
Stakeholder
, 24–26, 41, 82, 200
analysis
, 84–85
group
, 23
handling stakeholder need for confidentiality
, 68–69
and stakeholder power
, 17–19, 20
Standards
, 29
State-run Minority Supplier Development Councils
, 119
Statement of cash flows
, 190–191
Stockholder’s equity
, 190
Storytelling
, 176–178
Strategic adjustments
, 112–113
Strategic alliance
, 118
Strategic approach
, 101
Strategic business unit
, 16
Strategic communications
, 199
communication functions
, 201
KISS message
, 202
messaging
, 199–200
process
, 201–202
process mapping and modeling
, 203
strategic management process
, 204–205
thinking strategist
, 204
time communication
, 203
Strategic cost alignment
, 112–113
bad costs, good costs, and best costs
, 114
bankruptcy
, 115–116
money in strategic management process
, 114
selective cuts vs. board cuts
, 115
Strategic groups, benchmark based on
, 65
Strategic incentive
, 109, 119
Strategic management process
, 13, 27, 40, 42, 44, 101, 103, 109, 185, 187, 199, 204–205
Strategic objectives
, 103
Strategic performance objectives
, 52–54
Strategic thinking
, 45, 147
to analyzing situation
, 44–46
Strategic vision
, 43–44
Strategizing
, 101
Strategy
, 5, 49
accountability
, 188–189
achieving expert status
, 10–11
additional tools
, 197
building links with business schools
, 121–122
business with minority business enterprises
, 118–120
caveats
, 121, 191–192
collective strategy
, 118
common financial terms
, 189–190
content
, 73
context
, 73
contribution
, 12–14
decision-making
, 11–12
decisions
, 5–6
evaluation and control
, 187
expert in
, 8
financial statements
, 190–191
firm growth/diversification
, 116–117
hierarchical management structure with strategic business
, 6
key financial ratios for analyzing company’s strengths and weaknesses
, 192–197
learning from repeated practice
, 10
no immediate change/active waiting option
, 111–112
for overcoming constraints
, 111–112
partnering
, 118–120
process
, 73
professional growth
, 7–8
realistic expectations of success
, 9–10
recording deviations from planned results
, 187–188
requirements for making good decisions
, 14
strategic adjustments
, 112–113
strategic cost alignment
, 113–116
synergistic development
, 116
Strategy-based Six Segment Analysis of General Environment
, 81
Strategy-making process
, 15, 26–28
Board of Directors
, 19–21
empowered problem solvers and contributors
, 22–24
managers
, 21–22
organizational structure and decision making
, 15–17
other stakeholders
, 24–26
stakeholders and stakeholder power
, 17–19, 20
top management
, 21
Strategy–structure relationship theory
, 71–72
competitive financial analysis
, 76
functional areas of business analysis
, 74–75
identifying firm strengths and weaknesses
, 76–77
present strategy analysis
, 73–74
relationship between organizational structure and performance
, 72
Strengths
, 72, 76–77, 86–87
firm internal factor
, 86
personal
, 31
StrengthsFinder
, 32
Structured collaborative decision-making process
, 123
Subplan(s)
, 152, 168–169
components and responsibility list template
, 208
Subsidy
, 113–114
Substitute products or services
, 82
Success
, 28
Sufficiency clause
, 95
Support
, 6, 11, 72, 76, 89, 174, 179
Supporting functional analysis
, 179
Sustainability, crafting strategy for
, 54–55
Sustainable competitive advantage
, 13, 27, 40, 55, 144, 205
SWOT analysis
, 85–88
Synergistic development
, 116
Table rows, columns, and cells
, 180
Tactics
, 143
Talent
, 159
assessing
, 160–162
objective testing
, 165–166, 211
Team Contribution Worksheet
, 161, 210
Teams
, 30, 54–55, 122
Technological segment
, 81
Technology function
, 75
Testing plan objectives
, 160, 165
Theory linking strategy to performance objectives
flexibility and emergent strategy
, 109–110
levels of strategy
, 105, 106, 110
objective-based strategies
, 107–109
relationship between organizational structure and performance
, 104
SMART performance objectives
, 103–104
strategy typologies
, 105–107
Theory of constraints (TOC)
, 48, 93
approach
, 48
questions leading to problem resolution
, 48
Thinking
, 66–68
process
, 203
strategists
, 11, 23, 204
Threats
, 80
in industry
, 80
of substitute products and services
, 82
Time Commitment Schedule (TCS)
, 163, 169–171
Timing
, 8, 57, 159, 160–161
communication
, 203
management
, 159
objective testing
, 167
plan objective test for time
, 167, 212
setting realistic time expectations
, 162–163
subplan
, 168–169
Top management
, 21
Top-down approach
, 17
Transparency
, 64
Trust
, 25, 34–35, 37, 64, 67, 121
Truth
, 178
Turnaround strategist
, 90
Turnaround strategy
, 108
Uncertainty
, 45, 202
Understanding
, 8, 12, 19, 42, 63, 73, 95, 100, 113, 147, 200, 204
Undesirable effects (UDEs)
, 94–95
analyzing undesirable effects template
, 207
from brainstorming session
, 96
Unmatched strength of resource
, 108
Unsolved problems
, 39, 41
business mission
, 42–43
industry
, 41–42
strategic management process
, 40
strategic thinking to analyzing situation
, 44–46
strategic vision
, 43–44
Urgency
, 34, 67, 126
Value chain
, 118
Values
, 29, 30, 32, 36, 130, 180
Variable costs
, 113
Vault
, 61
Vertical merger
, 117
Vision
, 15, 17, 23–24, 103, 105
organizational
, 15–17
personal
, 29
statement
, 44
Visuals tables
, 180–181
Voice
, 112, 121
Vulnerable consumers
, 26
Vulnerable stakeholders
, 19
Weaknesses
, 72, 76–77, 86–87
firm internal factor
, 86
personal
, 31
Web conferencing
, 174
Willingness
to accept findings
, 69–70
to act on thoughts
, 47–49
Win–win–win situation
, 26
Work ethic
, 29
Worksheet
for driving forces analysis template
, 215
for smart objectives-based progress report
, 214
Worth
, 109
- Prelims
- PART ONE: SETTING EXPECTATIONS
- Section A: See Yourself at the Top
- 1. What is Strategy and Why is it Important to Anyone not at the Top?
- 2. The Process, the Players and the Stakes
- 3. The Art of Judgment
- Section B: Business Acumen
- 4. Problem not Currently Solved
- 5. Criteria for Good Strategy
- PART TWO: THE VAULT
- Section A: Taking Stock
- 1. Gathering Information with a Shared Goal in Mind
- 2. What Does a Company’s Internal Environment Reveal about its Strategy – Structure Relationship?
- 3. Evaluating a Company’s External Environment: The Firm Industry–Society Relationship
- 4. Gaining Alignment on What is Happening and Why
- Section B: Crafting Strategy for Competitive Advantage
- 5. Theory Linking Strategy to Performance Objectives
- 6. Strategies for Overcoming Constraints
- 7. Brainstorming and Collaborative Decision Making
- Section C. Organizational Learning through Strategy Implementation
- 8. Linking Implementation to Objectives
- 9. Managing Talent, Time, and Money
- 10. The Art of Gaining Commitment by Raising the Stakes
- Section D: Assessing Progress And Impact
- 11. Strategy Evaluation and Control
- 12. Strategic Communications
- Appendix
- References
- Index