How to use Strategic Learning to rapidly respond to change andgain a sustainable advantage over your competitors
What's even harder than creating a breakthrough strategy? Makingit stick. As companies are fighting to survive in a tough economy,this new book by Willie Pietersen demonstrates the power of theStrategic Learning process, a four-step dynamic cycle guaranteed tocreate and sustain winning performance. Adopted by a wide range ofcorporations and not-for-profit organizations, the StrategicLearning process builds on eight years of practicing, adapting andhoning the original concepts Pietersen first introduced inReinventing Strategy to explain how organizations cangenerate superior insights about their customers and competitors,craft a Winning Proposition, focus on a vital few key priorities,create buy-in throughout the organization and achieve success– again and again.
- Teaches organizations to make smarter decisions that help themwin customers and earn superior profits
- Explains how to instill a culture of openness, learning, andcourage that can face and respond to the constantly changingbusiness environment
- Is a tool that can benefit leaders at all levels, inorganizations both large and small, global and domestic, for-profitand not-for-profit
- Author Willie Pietersen, a former president of Tropicana andSeagram USA, is a professor of management at Columbia BusinessSchool, and the author of Reinventing Strategy, fromWiley
Strategic Learning shows you how your business ornonprofit organization can develop better, more effectivestrategies for long-term competitive advantage.
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About the Author
For more information about the application of StrategicLearning, visit www.williampietersen.com.
Table of ContentsACKNOWLEDGMENTS.
The New Competitive Context.
Winning in the New Environment.
Reinventing Strategy with Strategic Learning.
Why This Book?
Getting to Excelling.
PART I WHAT EVERY ORGANIZATION NEEDS TO KNOW ABOUTSTRATEGY.
CHAPTER 1 The Real Job of Strategy.
What Is Strategy?
What Key Questions Must Strategy Answer for Us?
Choice-Making in Action.
Strategy and Planning Are Different.
Closing the Doing/Excelling Gap.
CHAPTER 2 Defining Competitive Advantage: How Much More ValueDo You Deliver Than Your Competitors?
Mind the Gap.
Stretching the Elastic Band.
GM’s Race to the Bottom.
Value Leadership through a Winning Proposition.
What’s Your Winning Proposition?
The Moment of Truth.
PART II APPLYING STRATEGIC LEARNING TO CREATE AN ADAPTIVEENTERPRISE.
CHAPTER 3 Strategic Learning: Four Key Steps, OneCycle.
Do You Have a Robust Method?
What Were We Thinking?
The Theory of Natural Selection.
Strategy’s New Mission.
The Five Killer Competencies.
The Strategic Learning Cycle.
What We’ve Learned from Deming.
Building Capability through Deliberate Practice.
CHAPTER 4 Learn: Using a Situation Analysis to GenerateSuperior.
Insights about Your External Environment and Your OwnRealities.
The ‘‘Sense and Respond’’Imperative.
Learning through the Situation Analysis.
Analyzing Customer Needs.
Who Are Our Stakeholders and Why Do They Matter?
Interpreting Industry Dynamics.
Taking a Broader View.
Facing Your Own Realities.
Pulling Together the Situation Analysis.
Winning the Battle for Insights.
Doing a Great Situation Analysis: The Rules of Success.
CHAPTER 5 Focus: Clarifying Your Winning Proposition andIdentifying Your Key Priorities.
Making Your Strategic Choices.
The Parmenides Fallacy.
Value Proposition versus Winning Proposition.
Where Does Your Vision Fit In?
Delivering Superior Profits.
The Three Bottom Lines.
Your Key Priorities.
How the Girl Scouts Did It.
Deciding What Not to Do.
CHAPTER 6 Align: Mobilizing Your Entire Organization behindYour Strategy.
Leading a Journey.
The Golden Rules of Successful Execution.
Closing the Gaps.
The Business Ecosystem.
Changing an Organization’s Culture.
Avoiding the Values Trap.
CHAPTER 7 Overcoming Resistance to Change and DrivingMomentum.
Dealing with the Sources of Resistance.
The Lessons of the Sigmoid Curve.
The Curse of Success.
Launching the Second Curve.
Generate Short-Term Wins.
Deal Directly with Resisters.
Set a Shining Example.
CHAPTER 8 Translating Your Strategy into a CompellingLeadership Message.
What Is Leadership?
Building a Cathedral.
Who Are the Leaders?
Developing Your Leadership Message.
The Power of Storytelling.
The Need for Repetition.
CHAPTER 9 Execute: Implementing and Experimenting in theStrategic Learning Cycle.
Learning through Experimentation.
Learning from Others.
Learning from Mistakes.
Experiential Learning: The After-Action Review.
Strategic Learning 365 Days a Year.
PART III INTEGRATING STRATEGY AND LEADERSHIP.
CHAPTER 10 Leading through a Crisis.
Dealing Successfully with the Unexpected.
Learning Your Way Out of a Crisis.
Seizing Opportunities during a Crisis.
The Human Dimension.
CHAPTER 11 Becoming an Integrated Leader.
The Three Domains of Leadership.
Articulating Your Leadership Credo.
The Quest for Self-Knowledge.
The Lifeline Exercise.
Applying Strategic Learning to Yourself.
The 5 Cs: Choices, Clarity, Change, Courage, andCompassion.
The Five Cs.