The Thinking Strategist: Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems

Prelims

Pages i-xv

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See Yourself at the Top

Pages 3-3

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What Is Strategy and Why Is It Important to Anyone Not at the Top?

Pages 5-14

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The Process, the Players and the Stakes

Pages 15-28

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The Art of Judgment

Pages 29-36

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Business Acumen

Pages 37-37

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Problem Not Currently Solved

Pages 39-46

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Criteria for Good Strategy

Pages 47-57

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Taking Stock

Pages 61-61

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Gathering Information with a Shared Goal in Mind

Pages 63-70

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What Does a Company’s Internal Environment Reveal About Its Strategy–Structure Relationship?

Pages 71-77

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Evaluating a Company’s External Environment: The Firm Industry–Society Relationship

Pages 79-91

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Gaining Alignment on What Is Happening and Why

Pages 93-100

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Crafting Strategy for Competitive Advantage

Pages 101-101

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Theory Linking Strategy to Performance Objectives

Pages 103-110

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Strategies for Overcoming Constraints

Pages 111-122

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Brainstorming and Collaborative Decision Making

Pages 123-139

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Organizational Learning Through Strategy Implementation

Pages 141-141

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Linking Implementation to Objectives

Pages 143-157

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Managing Talent, Time, and Money

Pages 159-172

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The Art of Gaining Commitment by Raising the Stakes

Pages 173-183

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Assessing Progress and Impact

Pages 185-185

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Strategy Evaluation and Control

Pages 187-197

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Strategic Communications

Pages 199-205

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Appendix

Pages 207-215

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References

Pages 217-220

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Index

Pages 221-231

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