The Craft of Strategy Formation. Translating Business Issues into Actionable Strategies

  • ID: 2217049
  • Book
  • 302 Pages
  • John Wiley and Sons Ltd
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Do the top strategy consultants have a patented model that they use to help their clients set up a business strategy? The answer is no such a marvellous, secret model does not exist. But the approach of these consultants is totally different from that of the strategy departments in companies or that of business schools. Their approach is not secret it is described in a blow–by–blow account in this book.
The book explains for the first time how the leading strategy consultants work. It shows how they set to work in an organization that they do not know, how they bring the truth to light, how they work together with the organization to give shape to the future and how they turn cynics into enthusiasts. This is not a book filled with strategic frameworks no 7S models, no SWOT analyses, no new theories about the core competences of the organization. This is a handbook for managers and MBA students and graduates who need to solve a problem in a short time and arrive quickly at a usable end product.
The Craft of Strategy Formation describes the approach week by week. It gives practical examples, details a case study throughout the book, warns against pitfalls and explodes myths. Read in this book:

Why creating a strategy is more than just a bit of logical thinking , and how it is that even 10 sharp minds cannot arrive at useful insights just like that
Why you do not always have to have a vision, and how you can have ideas without being creative
What the difference is between a helpful and an unhelpful research question, and between a completely wrong and a more or less correct result
What the strategic difference is between a hat and a walking stick
How you can learn about your competitor without using industrial espionage
What the most frequent mistakes are in a financial model and when a financial model is meaningless
How to make sure that your results do not end up just being shoved into a drawer
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Preface.

Introduction.

What is this book all about?

Introduction to the Allware case study.

Part I The preparation phase.

Introduction.

1 Days 1 to 5 We create a question out of a concern.

2 Days 6 and 7 We set up a project organisation.

3 Day 8 We structure the question.

4 Day 9 We formulate hypotheses.

5 Day 10 We make a work plan.

6 Allware: the first two weeks.

Part II The analysis phase.

Introduction.

7 Days 11 and 12 We develop the analyses further.

8 Days 13 to 17 We collect data.

9 Days 18 to 42 We carry out the analyses.

10 Days 43 to 45 We present the conclusions.

11 Allware: on with the analysis.

Part III The selection phase.

Introduction.

12 Day 46 We put forward some business options.

13 Day 47 We draw up scenarios.

14 Days 48 to 57 We model the results.

15 Days 58 to 60 We choose the strategic direction.

16 Days 61 to 65 We write the strategic plan.

17 Allware: make a choice and carry on.

Part IV The implementation phase.

Introduction.

18 Set up an organisation to implement the strategy.

19 Draw up the implementation plan.

20 Direct progress.

Afterword.

Profile of OC&C Strategy Consultants.

Index.

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"...the authors help answer...questions for the senior manager responsible for company strategy, the project manager...and the student..."  (Gulf Business, January 2008)
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