Strategy Pure and Simple -- How winning CEOs outthink their competition (by Michel Robert)

Strategy Pure and Simple -- How winning CEOs outthink their competition (by Michel Robert)

Foreword
- A new voice and a provocative point of view
- Change is the only certainty that we face
Preface
- The last 30 years
- Book argues that the miracle recipe’s are conceptually flawed
- Developed in the boardroom
- Reflects the thought process successful CEOs employ to engage their employees in a winning vision and strategy that beats the competition
- U.S. companies are being out-thunked
- CEOs of publicly traded companies in U.S. believe the biggest impediment to sound strategic thinking is Wall Street’s thirst for increases in quarterly earnings
- U.S. passion with flawed concepts of planning that view a corporation strictly as a financial model to be tweaked and twisted in a variety of preprogrammed formulas.
- Little strategic thinking in U.S. companies
- Uncover the process and the skills of strategy that successful CEOs use to outthink their competition
Fire, Ready, Aim: The best way to lose the game
- Introduction
- The portfolio matrix approach: Marketing Mania!
- Competitive analysis: Going forward backward
- Shareholder value based planning is strategic folly
Coping with change
Several major areas of change will have a profound effect on business in the future.
The executives who will be able to lead their organizations through these changes will be the ones to survive and prosper
- Global markets, multiple cultures
- Think global. Act local
- More competitors and more intense competition
- Scarcer human resources
- Better quality
- Information explosion
- Quantitative vs. qualitative planning
- Number’s planning discourages risk taking
- Strategic planning discourages innovations
- Strategic thinking vs. Strategic planning
- Strategic planning the death knell of strategic thinking
The CEO’s vision: the starting point of strategic thinking
- Introduction
- No process for strategic thinking
- What is strategic thinking?
- What is the content of strategic vision
Determining the strategic heartbeat of the enterprise
- Introduction
- The concept of strategic force or strategic drive
- Strategic questions
- Seduced by opportunities
- Summary
Determining the strategic capabilities of the business
- Introduction
- Keeping the strategy strong and healthy
- The importance of area’s of excellence
Articulating the business concept of the enterprise
- Introduction
- Meaningless mission statements
- The bumper sticker strategy
- Summary
Corporate or business unit competition
- Introduction
- The link between business unit success and corporate competitiveness
- Strategic vs. operational objectives
Managing your competitor’s strategy: the General Patton approach to competition
- Introduction
- To compete or not to compete?
- Changing the rules of play
Changing the rules of play
- Introduction
- Examples of companies that have changed the rules
- What happens when you play by another’s rules
- The Japanese rule book
- The moral of the story
The future of strategic success
- Introduction
- Push to pull economy
- Market fragmentation vs. market segmentation
- The ramifications of the market fragmentation versus segmentation approach
The Dos and Don’ts of strategic alliances
- Don’ts
- Dos
- Profit is no replacement for strategic fit
CEO talk about the strategic thinking process
- Introduction
- Caterpillar Inc.
- Lang Communications Inc.
- FLEXcon Inc.
- DataCard Corporation
- United Grain Growers
- AEG Corporation
- Nicolet Instrument Corporation
- Castrol (U.K.) Limited
- Domain Inc.
- St. Luke’s Health System Inc.
- Baldwin Technology Company Inc.
The logistics of the strategic thinking process
- Introduction
- The role of the CEO as process owner
- The role of process facilitator
- The process
- The results
  A variety of different results from the use of the Strategic Thinking Process
- Closing the loop
- The mechanics of the process
- Summary
Appendix
- Is the stock market an obstacle to strategic decision making

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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