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Author: Chuck Bamford
Publisher: Independently Published
ISBN: 9781088768402
Category :
Languages : en
Pages : 192
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Book Description
Learn competitive business strategy from the best.According to strategic planning expert Dr. Chuck Bamford, business strategy is a mixture of instinct and instruction. You already have the instinct--let Bamford provide the instruction you need to hone your business and leadership traits and lead your organization into a bright future. Bamford's work stands out from other business leadership books by providing in-depth processes in a practical format that allows the reader to use the material immediately. Using these as a jumping-off point and a business model navigator, Bamford encourages you to think about your own business leadership skills list and the qualities you want to master. By envisioning your ideal customer, crafting true competitive advantages, and understanding how to implement strategy, you can begin honing an identity that will make you stand out in any industry. Bamford draws upon lessons from wildly successful organizations in every type of industry to show you how developing a real strategic plan can make a whole lot of change possible.
Author: William Duggan
Publisher: Columbia University Press
ISBN: 0231142692
Category : Business & Economics
Languages : en
Pages : 210
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Book Description
How "Aha!" really happens. When do you get your best ideas? You probably answer "At night," or "In the shower," or "Stuck in traffic." You get a flash of insight. Things come together in your mind. You connect the dots. You say to yourself, "Aha! I see what to do." Brain science now reveals how these flashes of insight happen. It's a special form of intuition. We call it strategic intuition, because it gives you an idea for action-a strategy. Brain science tells us there are three kinds of intuition: ordinary, expert, and strategic. Ordinary intuition is just a feeling, a gut instinct. Expert intuition is snap judgments, when you instantly recognize something familiar, the way a tennis pro knows where the ball will go from the arc and speed of the opponent's racket. (Malcolm Gladwell wrote about this kind of intuition in Blink.) The third kind, strategic intuition, is not a vague feeling, like ordinary intuition. Strategic intuition is a clear thought. And it's not fast, like expert intuition. It's slow. That flash of insight you had last night might solve a problem that's been on your mind for a month. And it doesn't happen in familiar situations, like a tennis match. Strategic intuition works in new situations. That's when you need it most. Everyone knows you need creative thinking, or entrepreneurial thinking, or innovative thinking, or strategic thinking to succeed in the modern world. All these kinds of thinking happen through flashes of insight--strategic intuition. And now that we know how it works, you can learn to do it better. That's what this book is about. Over the past ten years, William Duggan has conducted pioneering research on strategic intuition and for the past three years has taught a popular course at Columbia Business School on the subject. He now gives us this eye-opening book that shows how strategic intuition lies at the heart of great achievements throughout human history: the scientific and computer revolutions, women's suffrage, the civil rights movement, modern art, microfinance in poor countries, and more. Considering the achievements of people and organizations, from Bill Gates to Google, Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same way about strategy again. Three kinds of strategic ideas apply to human achievement: * Strategic analysis, where you study the situation you face * Strategic intuition, where you get a creative idea for what to do * Strategic planning, where you work out the details of how to do it. There is no shortage of books about strategic analysis and strategic planning. This new book by William Duggan is the first full treatment of strategic intuition. It's the missing piece of the strategy puzzle that makes essential reading for anyone interested in achieving more in any field of human endeavor.
Author: Rich Horwath
Publisher: Greenleaf Book Group
ISBN: 1608320332
Category : Business & Economics
Languages : en
Pages : 152
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Book Description
Get competitive by learning to think strategically.The inability to set good strategy can sink a company¿and a leader¿s career. A recent Wall Street Journal study revealed that the most sought-after executive skill is strategic thinking, but only three out of ten managers have this skill set.Horwath explains the three keys to strategic thinking, breaks them down into simple, attainable skills, and gives you practical tools to apply them every day, providing managers with a clear path to mastery of the three disciplines: 1. Acumen¿generate critical insights through a step-by-step evaluation of your business and its environment2. Allocation¿focus your limited resources through strategic trade-offs 3. Action¿implement a system to guarantee effective execution of strategy at all levels of your organization Based on new research with senior executives from 150 companies and the author¿s experience as a thought-leading strategist, Deep Dive is the first book to focus on the most important level of strategy¿you. Armed with this knowledge and dozens of effective tools, you can become a truly strategic leader for your organization.--Rich Horwath is the president of the Strategic Thinking Institute, a former chief strategy officer, and professor of strategy at the Lake Forest Graduate School of Management. As a thought-leading strategist, he has worked with such giants as Adidas, Amgen, and Pfizer. He is the author of four books and more than fifty articles on strategic thinking and has been profiled in business publications around the world, including Investor¿s Business Daily.
Author: Harvard Business Review
Publisher: Harvard Business Press
ISBN: 1633696944
Category : Business & Economics
Languages : en
Pages : 144
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Book Description
Bring strategy into your daily work. It's your responsibility as a manager to ensure that your work--and the work of your team--aligns with the overarching objectives of your organization. But when you're faced with competing projects and limited time, it's difficult to keep strategy front of mind. How do you keep your eye on the long term amid a sea of short-term demands? The HBR Guide to Thinking Strategically provides practical advice and tips to help you see the big-picture perspective in every aspect of your daily work, from making decisions to setting team priorities to attacking your own to-do list. You'll learn how to: Understand your organization's strategy Align your team around key objectives Focus on the priorities that matter most Spot trends in your company and in your industry Consider future outcomes when making decisions Manage trade-offs Embrace a leadership mindset
Author: Martin Reeves
Publisher: Harvard Business Review Press
ISBN: 1625275870
Category : Business & Economics
Languages : en
Pages : 281
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Book Description
You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important—or more difficult—to choose the right approach to strategy. In this book, The Boston Consulting Group’s Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. They show how existing strategy approaches sort into five categories—Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable—depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you’ll be able to answer questions such as: • What replaces planning when the annual cycle is obsolete? • When can we—and when should we—shape the game to our advantage? • How do we simultaneously implement different strategic approaches for different business units? • How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies? Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply. Get started today.
Author: Julia Sloan
Publisher: Routledge
ISBN: 1136387927
Category : Business & Economics
Languages : en
Pages : 311
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Book Description
In Learning to Think Strategically, author Julia Sloan presents a previously unexamined account of the relationship between strategic thinking and the learning process involved — taking learning from the academic to the everyday. This book is an original primer on how successful strategists learn to think strategically. This authoritative book traces the history of strategy, differentiates strategic thinking from planning, describes the influence of culture, streamlines the roles of rationality and intuition, and identifies five key attributes for learning to think strategically. Learning to Think Strategically asserts that learning is the critical link to strategic thinking. Learning is a "conversion tool" that can transform thinking strategically into a sustainable competitive advantage.
Author: Richard L. Hughes
Publisher: John Wiley & Sons
ISBN: 1118046579
Category : Business & Economics
Languages : en
Pages : 288
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Book Description
Today’s organizations face difficult challenges in order to remain competitive—the quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership. In Becoming a Strategic Leader Rich Hughes and Kate Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations. Based on CCL’s successful Developing the Strategic Leader Program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach—thinking, acting, and influencing.
Author: Fred Pelard
Publisher: Penguin UK
ISBN: 0241988136
Category : Business & Economics
Languages : en
Pages : 272
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Book Description
FT BUSINESS BOOK OF THE MONTH 'A comprehensive, concise, and practical guide that will enable anyone, in any situation, to develop their strategic thinking' Tiffani Bova, Chief Growth Evangelist, Salesforce, WSJ bestselling author, Growth IQ 'A must read for everyone who ever deals with complex important challenges. There are many take-away gems here that will help you push through the knotty centre of hard-to-resolve problems. Highly recommended!', Richard Rumelt, author of Good Strategy, Bad Strategy Being strategic is a critical skill. It enables you to solve problems on a day-to-day basis while also keeping an eye on the long term, anticipating opportunities and mitigating threats along the way. Fred Pelard has been teaching strategic thinking to executives at all levels at leading companies around the world for almost 20 years. How to Be Strategic is his accessible and thorough guide to strategic thinking in any situation. It contains 12 smartly illustrated, workable methodologies from leading experts like Eric Ries, Chan Kim, and Barbara Minto, and will help you find your own path to the right solution every time. 'A wonderful and inspirational look into wide-ranging frameworks and theories to spark new thinking and strategy' Tom Goodwin, author of Digital Darwinism and Head of Futures and Insight at Publicis Groupe 'Practical and comprehensive' Roeland Assenberg, Director, Strategy and Banking, Monitor Deloitte Netherlands
Author: William Stewart Weyhrauch
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Book Description
Developing effective strategic thinkers in an organization requires a dedication to early identification, selection, development, and practice, along with the conceptual understanding and measurement tools to make it happen. In support of this, the current research focused on three objectives: 1) establishing theoretical support across multiple disciplines for the concept of a strategic thinking mindset, 2) developing the Strategic Thinking Mindset Test (STMT) using situational judgment test methodology for the U.S. Army, and 3) evaluating the results of a pilot test of the STMT for reliability and construct validity. The STMT focuses on three characteristics of a strategic mindset: Flexibility, Humility, and Inclusiveness. These characteristics were derived from themes found common to strategic thinking literature across the disciplines of psychology, management, and military science. In all stages of this research, officers and non-commissioned officers of the U.S. Army served as participants. The first three stages involve the development and keying of content for the STMT. A sample of 125 participants provided scenarios in Stage 1. In Stage 2, 75 participants gave feedback on the scenarios and provided realistic response options. In Stage 3, 224 participants rated the response options according to expression of the characteristic and effectiveness. In Stage 4, the pilot version of the STMT was administered to 229 participants, along with several other measures used to establish construct validity evidence. The results of the pilot test revealed that, although there is some evidence supporting the construct validity of the STMT as a three-factor test of flexibility, humility, and inclusiveness, the overall profile of evidence suggests that the construct(s) being measured are unclear. Low inter-item correlations contribute to a low internal consistency in the measure, which further limits the STMT use as a predictor. The pilot test revealed interesting results related to cognitive ability, specifically a negative relationship between the mindset and cognitive ability under best/worst response instructions, rather than a positive relationship or no relationship, as was the case under most/least likely response instructions. Future research recommendations are discussed in the areas of SJT development, scoring, format, and the further refinement and measurement of the strategic thinking mindset.
Author: Theresa Lawson
Publisher: Independently Published
ISBN:
Category :
Languages : en
Pages : 44
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Book Description
Mindset for Strategic Planning: a one-week plan to figure out what's important and devise a strategy that works Consider the last time you took part in a strategic planning meeting for your company. You were most likely given a problem to solve or a goal to meet. Do you recall what you said during that meeting? Did you come up with appealing ideas and a plan of action, or did you struggle to think strategically and come up with a solution? Have you ever had a great idea but struggled to express it logically? Were you a part of the conversation or did someone else lead it? Strategic thinking abilities are among the most in-demand managerial skills. Why? Because people who are capable of critical, rational, and strategic thinking can have a significant impact on a company's direction. The good news is that you can develop your strategic thinking skills with the correct mentality, practice, and a copy of "Mindset for Strategic Planning." DON'T WASTE ANY MORE TIME! CLICK THE BUY NOW BUTTON TO GET A COPY TODAY.
Author: Carson Bond, PH D
Publisher: Independently Published
ISBN:
Category :
Languages : en
Pages : 0
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Book Description
Mastering The Art Of Strategic Thinking: is a book that delves into the world of strategic thinking and planning. Written by a seasoned business strategist, this book is designed to help individuals, leaders, and organizations develop a strategic mindset and create winning strategies. The book starts by introducing the concept of strategic thinking and its importance in today's fast-paced business environment. It then provides a step-by-step guide to developing a strategic mindset, covering key topics such as goal setting, analysis, decision-making, and execution. The author draws on real-life examples and case studies to illustrate the concepts presented in the book, making it easy for readers to understand and apply the principles to their own situations. The book also includes practical tools and templates to help readers put their newfound skills into action. Throughout the book, the author emphasizes the importance of adaptability and agility in strategic planning and provides strategies for dealing with uncertainty and change. Whether you're an individual looking to enhance your strategic thinking skills, a leader seeking to develop a winning strategy for your team or organization, or a business professional looking to stay ahead of the competition, Mastering The Art Of Strategic Thinking: is an essential guide to help you achieve your goals.
