Don't Jump to Solutions: Thirteen Delusions That Undermine Strategic Thinking / Edition 1by William B. Rouse, Rouse
Pub. Date: 01/23/1998
Reengineering initiatives at last behind them, many companies are again looking boldly to the future, devising strategic plans they hope will ensure growth, prosperity, and a more certain tomorrow. The plans will appear soundbrilliant, evenbut many will be fatally flawed; they will hinge on the same set of false assumptions that persistently lead the… See more details below
Reengineering initiatives at last behind them, many companies are again looking boldly to the future, devising strategic plans they hope will ensure growth, prosperity, and a more certain tomorrow. The plans will appear soundbrilliant, evenbut many will be fatally flawed; they will hinge on the same set of false assumptions that persistently lead the most experienced strategic thinkers astray. So just what might those assumptions be'According to strategic planning expert Bill Rouse, those false assumptions or "delusions" are generally rooted in the company credo "That's the way we do things around here." They are often invisible, but must be found out before successful planning can take place.Writing with wit and wisdom, Rouse exposes thirteen delusions that commonly derail strategic thinking. He encourages strategic thinkers and planners to spend much more time analyzing a situation instead of jumping to ready solutions. Strategists must learn to uncover delusions and identify the real business challenges that lie between a company and its goals, and Rouse gives them the means to do so.In Don't Jump to Solutions, the author mines his extensive experience as a consultant, university professor, and CEO of his own firm to present companies with a guide they can use to forge strategic plans that deliver in practice what they promise on paper. Readers will discover four rules they can follow to successful strategic planning. They will also find ninety-four central principles and seventy key questions planners and managers can use to move beyond delusions to sound strategic thinking and, ultimately, to long-term success.
Table of Contents
Introduction: The Perils of Acting First and Thinking Later.
Part One: Challenge Commonly Held Assumptions.
1. We Have A Great Plan:Comparing Visions and Realities.
2. We Are Number One:Letting Go of the World Class Myth.
3. We Own The Market:Assessing Relationships with Markets.
Part Two: Establish Goals That Make a Difference.
4. We Have Already Changed:Moving Beyond the Status Quo.
5. We Know the Right Way:Overcoming Obsessions With Technical Correctness.
6. We Just Need One Big Win:Avoiding Chasing Purple Rhinos.
7. We Have Consensus:Managing Conflicts of Values and Priorities.
8. We Have to Make the Numbers:Balancing Short Term and LongTerm.
Part Three: Make Sure That Plans Lead to Actions.
9. We Have the Ducks Lined Up:Navigating the Tangled Webs of Relationships.
10. We Have the Necessary Processes:Avoiding Institutionalized Conflicts.
11. We Just Have to Execute:Maintaining Commitment and Action.
Part Four: Expect the Unexpected.
12. We Found It Was Easy:Making Sure You Don't Skip the Hard Part.
13. We Succeeded as We Planned:Placing Yourself in the Path of Serendipity.
Appendix: Seventy Key Questions.
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