For many organizations, the word strategy conjures up endless ideas, concepts and tools - while the intent is correct, the awful reality is most companies do not have a simple, common definition of strategy or a simple approach to make the big decisions. Too many PowerPoints, not enough one pagers that can be put into practice. The lack of a common approach to strategy frustrates executives, creates conflict where there is none, fast-tracks dubious alternatives, lengthens decision-making and hampers the quality of the decisions that finally emerge. With the pace of change and mountain of data that inundates CEOs and executive teams daily, now more than ever, leaders need to simplify and have a common approach to making decisions that concern the purpose and path of their organization. Strategic thinking cannot be outsourced.
Tim Lewko's Making Big Decisions Better explains the bare bone elements that must underpin strategic decision making in a practical framework that C-Suite leaders can actually use. Drawing on practical models, stories and client examples, he explains the problem succinctly, offers proven ways forward and provides specific actions to revive strategic thinking, de-clutter the strategy process and drive better financial outcomes.
This is essential reading for managers, business leaders and anyone interested in a framework for decision-making that is thorough, adaptable and highly practical.
|Publisher:||Taylor & Francis|
|Product dimensions:||6.75(w) x 9.75(h) x (d)|
About the Author
Tim Lewko is CEO and Managing Partner of Thinking Dimensions Global (TDG), a global management consultancy dedicated to strategic problem solving and decision making processes. Tim is also TDG's Managing Director of the Global Strategy Practice, focusing on the facilitation and implementation of corporate growth strategies for private equity, mid-caps, Fortune 1000 and multi-national businesses that deliver P&L based results. Tim cultivates strong and lasting senior level relationships that enable CEOs to clearly define the nature and direction of their organizations. He has assisted CEOs and Managing Directors across four continents with their strategic issues in order to help drive sustained profitability. Tim lives with his family in Vancouver BC.
Table of Contents
Part 1: Fix - The Problems with Strategy
1. Absence of a Shared Language – No One’s On the Same Page
2. Mistaken Identity: A Decision Making Discipline not a Retreat
3. Outsourcing Strategy – Don’t By-Pass Sweat Equity
4. Forgetting About Profit - Why No VP of Profitably
5. Mixed Up on Metrics – When was the answer ever: Have more metrics
6. Vague Latitude – Assumed Buy-in from Boards and Employees
Part 2: Build –A Simple System to Make Big Decisions Better
7. Introduction to the System – What to Create, Why and How
8. Strategic Assumptions and Implications: Connect Outside to Inside
9. Product Market Capability Engine (PMC) – Create the Economic Engine to Make Big Decisions
10. Goals and Gaps – Find and Fixate on the Few Goals that Matter
Part 3: USE – How to Use Your Strategy to Drive Results
11. Pressure Test – Six Sanity Check Criteria to Evaluate Your Strategy
12. Reinstate Root Cause – Cause is King for Sustaining Results
13. Use it or Lose It – Using the Strategy Systems To Deliver Results
14. Check in Quarterly - Use It or Lose It