Flipping for Success: Rewiring Business Strategy to the New Consumer Age

Flipping for Success: Rewiring Business Strategy to the New Consumer Age

by Paul Galland

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Overview

Flipping for Success confronts today’s disruptive business challenges through re-examining business strategy, in particular how to be better at strategic execution.

Today we are seeing more business disruption than in the past three to four decades. The old ways of growing an existing market and competing on price are yesterday’s formula for success. Market differentiation, the other form of competition, has become the preferred way to compete. This term goes by a more common name, innovation.

Competitive pressure has been amplified and no industry is immune. Businesses that wait too long to transform themselves will be doomed to the history books.

Unfortunately, many businesses lack the adequate instruments to make this successful transformation. Many have been internally wired around the slower, compete-on-price paradigm. It's these internal barriers which prevent them from becoming more innovative.

This book explores the question 'why should businesses change now' and offers approaches to rewiring business strategy for a new consumer age. It is a must read for board members, leaders and strategists currently wrestling with a host of organisational challenges.

Product Details

ISBN-13: 9780994365828
Publisher: Flipside Enterprising Services
Publication date: 04/30/2016
Pages: 214
Product dimensions: 5.83(w) x 8.27(h) x 0.45(d)

About the Author

Paul is part of a new and emerging type of strategic expert who views the art of strategic management through a wider lens beyond the traditional boundaries of financial and investment capital. Like many others, Paul entered the workforce thinking competition was simply a model based on grow your market as fast as you can and remain competitive on price. Coming from a technology background and witnessing first hand the various iterations of technology disruptions along the way, he began to see business strategy as something more than a set of operational efficiencies and mergers and acquisitions. This has helped form his underlying philosophy - the art of strategy needs to be reborn and harnessed in a truly innovative, differential way.

Spanning a two decade IT career, Paul is a senior leader in business-to-technology enterprise planning, challenging the status quo with new and innovative approaches to transforming an organisation. He spent a dozen years serving as an advisory and delivery consultant across nearly every major industry. This breadth of experiences laid the foundation for his book.
Paul has been fortunate enough to work for Deloitte, Sybase and Oracle as well as a host of smaller organisations. He holds a Bachelors and Masters degree from the US, with additional tertiary education in Europe, Latin American and Australia.

This is Paul's first published book.

Table of Contents

Preface 6
Acknowledgements 8
CHAPTER 1: Introduction 10
What is this book about? 11
Why write a book on business strategy? 12
Who should read this book? 13
Where is strategy most problematic? 14
How is this book organised, and how do I read it? 15
PART A: Strategic Management Basics 17
CHAPTER 2: Business Strategy, a Brief History 18
The dawn of business strategy and boundless opportunities 19
The kaizen game changer 22
The Internet game changer 31
Business strategy now requires a rethink 36
CHAPTER 3: What are the Strategic Boundaries 40
Rule #1: Strategy does not exist without an achievable vision 41
Rule #2: The art of strategy is not a fragmented exercise 42
Rule #3: Strategy is not a one-off process done every 3 or 5 years 45
Strategy in today's operating climate 47
PART B: Our New Strategic Imperatives 50
CHAPTER 4: The Value of All Things Human 51
Hunter-gatherers versus communes 53
What matters to us? 55
What do we look for in others? 62
The value in empowerment and curiosity 66
Revisiting the importance of an organisation's cultural identity 69
Societal value and conscious choices 71
What does all of this have to do with strategic value? 75
CHAPTER 5: The Rise and Rise of Technology 80
The quickening and changing face of decision-making 81
Rethinking project delivery governance 84
Three important technology questions everyone should know 87
The consumer now reigns supreme - please bow 91
Information as a tradable commodity 95
Technology now spearheading innovation 99
PART C: Today's Approaches & Challenges 103
CHAPTER 6: Selling Strategy Within the Business 104
Conflict negotiation no longer applies 105
No more stupid strategic execution 108
Business modelling - the great organisation unifier 113
CEO's 7 lucky numbers to measuring value 117
The leadership question 119
The accountability question 125
Re-positioning the management consultant 131
Exploring the enterprise architect & change manager roles 134
The business governance question 143
Moving beyond business silos and their operational efficiencies 148
Agility everywhere 152
CHAPTER 7: Meeting the Challenges of Today 155
Classifying capital to better align with strategic management 158
The power of a business blueprint for capital planning 164
Co-dependencies, marketing versus technology 167
The value of a semi-permanent business change group 172
Rethinking those rusty and outdated organisational pipes 176
The use of brokering services as a new approach 182
Rediscovering the art of corporate social responsibility 185
Mimicking entrepreneurs to become innovative 188
CHAPTER 8: Wrapping Up 197

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