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Strategy Pure and Simple II : How Winning Companies Dominate Their Competitors - Michel Robert

Strategy Pure and Simple II

How Winning Companies Dominate Their Competitors

Hardcover

Published: 22nd November 1997
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Drawing on his 20 years of pioneering research and work with some 400 top companies, Robert offers today's executives guidance in strategy formulation, implementation, and deployment. Filled with examples drawn from the experiences of today's commercial leaders and interviews with CEOs of companies in a variety of industries, this updated edition of a revolutionary and inspiring best seller offers a sure-fire process of strategic thinking that's been tested and refined in the "war rooms" of America's most successful corporations.

Prefacep. xi
A Winning Strategy Needs to Be Distinctivep. 1
Examples of Companies That Have Changed the Rulesp. 6
The Moral of the Storyp. 12
Don Fites, Chief Executive Officer Caterpillar: Why the Cat Landed on Its Feetp. 14
What is Strategic Thinking?p. 22
The CEO's Vision: The Starting Point for Strategic Thinkingp. 24
Strategy versus Operationsp. 25
Kurt Wiedenhaupt, Chief Executive Officer American Precision Industries: Driving Growth by Thinking Strategicallyp. 31
Obstacles to Strategic Thinkingp. 39
The Strategy Suffers from "Fuzzy Vision"p. 39
Operational Thinking Dominates Management's Timep. 40
Strategy Is Reactive, Not Proactivep. 41
No Crisis ... No Strategy!p. 42
Thinking Is Time-Relatedp. 43
Planning Is Bottom-Upp. 43
Thinking Is Quantitative, Not Qualitativep. 44
Management Uses Rose-Colored Glassesp. 45
Numbers Planning Discourages Risk Takingp. 45
Reliance on Strategic Planning, Not Strategic Thinkingp. 46
The Process Itself Is an Obstaclep. 47
Rafael Decaluwe, Chief Executive Officer N.V. Bekaert, S.A.: Rewiring a Global Strategyp. 50
Crafting the Future Profile of the Organizationp. 58
The Strategic Heartbeat of the Business: The Driving Forcep. 63
The Concept of Driving Force and/or Strategic Drivep. 65
The Strategic Heartbeat of the Enterprise Determines What Kind of Company You Becomep. 71
Strategic Questionsp. 71
Jim Glasser, Chief Executive Officer GATX: Trains, Planes, and Strategyp. 73
Questions Often Asked about the Concept of Strategic Drivep. 77
Seduced by Opportunitiesp. 82
A Fundamental Concept of Businessp. 86
Milt Honea, Chief Executive Officer NorAm Energy Corporation: Reenergizing after Deregulationp. 88
Articulating the Business Concept of the Enterprisep. 92
Meaningless Mission Statementsp. 93
The Need for a Concise Business Conceptp. 95
How to Construct a Meaningful Business Conceptp. 96
Examples of Strategic Business Conceptsp. 97
Turning the Business Concept into a Strategic Filterp. 101
What Is the Strategic Quotient of Your Organization?p. 103
Jack Messman, Chief Executive Officer Union Pacific Resources: Bucking the Traditional Wisdomp. 105
Nurturing Key Strategic Areas of Excellencep. 109
Determining the Strategic Capabilities of the Businessp. 111
Importance of Areas of Excellencep. 116
Craig Smith, Chief Executive Officer Raytech Corporation: Creating Strategy with an Albatross Around Your Neckp. 119
The Concept of Strategic Leveragep. 123
The Link Between Business Unit Success and Corporate Competitivenessp. 124
Leveraging Your Product Innovation Investmentp. 130
Strategic Leveragep. 132
Jim Mooney, Chief Executive Officer OMG Group: Winning the MandA Gamep. 135
The Ultimate Strategy: Control of the "Sandbox"p. 143
To Compete or Not to Competep. 143
Control the "Sandbox"p. 144
Identify Which Competitors Your Strategy Will Attractp. 145
Anticipate Each Potential Competitor's Future Strategyp. 145
Draw Competitive Profilesp. 146
Manage the Competitor's Strategyp. 148
Neutralize the Competitor's Strategyp. 152
Choose Your Competitors; Do Not Let Your Competitors Choose Youp. 154
Changing the Rules of Playp. 156
Bob Burgess, Chief Executive Officer Pulte Corporation: Changing the Rules in a Chaotic Sandboxp. 157
Strategy Deploymentp. 161
Why CEOs Have Difficulty Implementing their Strategyp. 161
Identification of Critical Issuesp. 165
Structurep. 165
Processes/Systemsp. 166
Skills/Competenciesp. 169
Compensationp. 169
Closing the Loopp. 170
The Operational Planp. 171
The Strategic Planp. 171
The Strategic Profile Is the Target for All Decisionsp. 171
Tools to Allocate Resourcesp. 172
The Role of the CEO as Process Ownerp. 172
The Role of the Process Facilitatorp. 173
The Resultsp. 173
John Davis, Chief Executive Officer American Saw and Manufacturing Company: Strategy on the Cutting Edgep. 178
Strategic Product Innovation: The Lifeblood of Corporate Longevityp. 182
Strategic Product Innovation Is the Corporate Fountain of Youthp. 183
The Seven Deadly Sins of Corporate Stagnationp. 184
The Need for Strategic Fitp. 192
Create Products for the Future, Not the Presentp. 193
Jesus Catania, Chief Executive Officer FAGOR Electrodomesticos: Strategy for the New European Languagep. 195
Market Fragmentation: The Future of Successful New Product Innovationp. 199
The Myth of Rapid Technological Changep. 199
The Impact of Unnoticed Macro changesp. 200
Macrochangesp. 201
Push-to-Pull Economyp. 201
Market Fragmentation versus Market Segmentationp. 203
Differentiated versus Commodity Productsp. 206
Premium Price versus Low Pricep. 207
Short Runs versus Long Runsp. 209
Production Efficiency versus Production Versatilityp. 210
Product versus Process Innovationp. 212
High versus Low Brand Loyaltyp. 212
Changing Rules versus Fixed Rulesp. 213
Michael Magsig, Chief Executive Officer Cologne Life Reinsurance Company: The Strategist as Weathermanp. 215
Alliances and Acquisitions: The Pursuit of Phantom Synergiesp. 219
Don'tsp. 220
Dosp. 223
Profit Is No Replacement for Strategic Fitp. 223
Conclusionp. 226
Ted Hutton, President and Chief Executive Officer, Waverly, Inc.: Strategy "Sans Tache"p. 228
The Logistics of the Strategic Thinking Processp. 231
The Mechanics of a Strategy Projectp. 231
Preworkp. 232
Three-Day Work Sessionp. 233
One-Day Strategic Objectivesp. 233
Strategic versus Operational Objectivesp. 234
Critical Issues Meetingp. 235
Two-Day Reviewp. 236
General Observationsp. 236
The Process: Phase IIp. 236
Notes and Sourcesp. 252
Bibliographyp. 256
Indexp. 261
Table of Contents provided by Syndetics. All Rights Reserved.

ISBN: 9780070531338
ISBN-10: 0070531331
Series: Management & Leadership
Audience: Professional
Format: Hardcover
Language: English
Number Of Pages: 269
Published: 22nd November 1997
Publisher: McGraw-Hill Education - Europe
Country of Publication: US
Dimensions (cm): 23.9 x 16.2  x 2.3
Weight (kg): 0.57
Edition Number: 1
Edition Type: Revised