The Thinking Strategist: Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems
Organized in two parts, The Thinking Strategist presents a seven phase strategic management process, helps to clarify terms used by strategists and top leaders, provides theory and practices to empower readers to understand and meet expectations in a business capstone course and in industry, and assumes they are held accountable for results.
Publication Date:
2018-10-08Author:
Chapters:
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
- 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
