Promotional Information

Presents a clear 8-step method - gives readers the processes, tools, models and techniques to create and execute an effective strategy for their own business Includes a review of key strategy models - providing an invaluable reference guide to some of the best-known and most powerful strategy frameworks The strategic framework is brought to life by the case study of a global business. We follow the company through each step of the process, to see close-up how the relevant issues play out in practice

Table of Contents

• • Chapter - 00: Introduction: Time to rethink strategy;
• Section - ONE: Engagement on a strategic level;
• • Chapter - 01: Introducing the strategic dialogue model: 8 steps to strategic success;
  • Chapter - 02: The five characteristics of the strategy process with the strategic dialogue model;
  • Chapter - 03: Introducing the DuSoleil case study;
• Section - TWO: The 8 steps to strategic success revealed;
• • Chapter - 04: Step 1: Searchlight – what do we aspire to?;
  • Chapter - 05: Step 2: Outside-in: scenarios – what futures do we need to anticipate?;
  • Chapter - 06: Step 3: Inside-out: analysis – what are our capabilities?;
• Section - ; 07: : Step 4: Options – what are realistic options?;
• • Chapter - 08: Step 5: Choice – what is my preferred strategic option?;
  • Chapter - 09: Step 6: Operationalization – how do we implement?;
  • Chapter - 10: Step 7: Execution – how can we realize change?;
  • Chapter - 11: Step 8: Monitoring – are we performing on target?;
• Section - THREE: Key strategy models;
• • Chapter - 12: Models for Step 1: Searchlight;
  • Chapter - 13: Models for Step 2: Outside-in: scenarios;
  • Chapter - 14: Models for Step 3: Inside-out: analysis;
  • Chapter - 15: Models for Step 4: Options;
  • Chapter - 16: Models for Step 5: Choice;
  • Chapter - 17: Models for Step 6: Operationalization;
  • Chapter - 18: Models for Step 7: Execution;
  • Chapter - 19: Models for Step 8: Monitoring;
• Section - FOUR: Key engagement methods;
• • Chapter - 20: Methods for the ‘participatory’ characteristic;
  • Chapter - 21: Methods for the ‘creative’ characteristic;
  • Chapter - 22: Methods for the ‘analytic’ characteristic;
  • Chapter - 23: Methods for the ‘decisive’ characteristic;
  • Chapter - 24: Methods for the ‘committing’ characteristic;
• Section - FIVE: Applying the strategic dialogue;
• • Chapter - 25: Points of attention when applying the strategic dialogue model;
  • Chapter - 26: Applying the strategic dialogue in specific contexts;
  • Chapter - 27: Try to avoid the most common pitfalls in a strategy process

About the Author

Paul Pietersma MSc BA is a strategy consultant and managing director of Business Strategies at Berenschot. With more than 15 years of experience in the consultancy business, he has advised many CEOs and boards of directors on strategic issues. Paul has won the Dutch Professionals Award for Management Consultancy. Gerben van den Berg is senior strategy consultant at Berenschot. Based in the Netherlands, he has advised clients in a range of industries across Europe and the Caribbean. Focusing on consulting for professional service firms, his core area of work is in strategy development, competitive positioning and (complex) organizational transformation.

Reviews

"Will serve useful for those seeking a quick reminder or those looking for a complete strategy overhaul."
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