HBR guide to setting your strategy
"Set your company up for the long term. Every company needs a strategy. A focused strategy aligns decision making throughout the organization and helps establish a competitive edge in the marketplace. But with so many options to consider, how do you define a unique strategy that will ensure gro...
| Formato: | Libro |
|---|---|
| Idioma: | Inglés |
| Publicado: |
Boston, Massachusetts :
Harvard Business Review Press
[2020]
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| Colección: | Harvard business review guides
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009762334506719 |
Tabla de Contenidos:
- Introduction. Get the strategy you need - now: how strategy has evolved, and why we need it
- Section One. What is strategy?: Defining strategy, implementation, and execution - they involve different activities, tools, and people / by Ken Favaro
- 5 myths about strategy and why they're wrong / by Stephen Bungay
- Your strategic plans probably aren't strategic, or even plans - distinguish between objectives, strategies, and actions / by Graham Kenny
- Section Two. Lay the foundation: Your strategy needs a strategy - consider the circumstances in which you're operating / by Martin Reeves, Claire Love, and Philipp Tillmanns
- The different approaches firms use to set strategy - two factors can help you define your process / by Kimberly Teti, Mu-Jeung Yang, Nicholas Bloom, Jan W. Rivkin, and Raffaella Sadun
- 6 tips for running offsites that aren't a waste of time - understand your objectives-before you get in the room / by Melissa Raffoni
- Stakeholders first, strategy second - recognize what you want from them and what they want from you / by Graham Kenny
- Section Three. Develop your strategy: Strategy needs creativity - four approaches to building a breakthrough strategy / by Adam Brandenburger
- Five questions to build a strategy - where will we play? how will we win? / by Roger L. Martin
- Four types of competition that can threaten your company - maintain your competitive edge / by Carsten Lund Pedersen and Thomas Ritter
- How to do strategic planning like a futurist - stop fearing the long term / by Amy Webb
- Ecosystem businesses are changing the rules of strategy - by understanding how they operate, you'll be better positioned to compete / by Julian Birkinshaw
- Put purpose at the core of your strategy - reshape your value proposition / by Thomas W. Malnight, Ivy Buche, and Charles Dhanaraj
- Section Four. Test your strategic choices: 4 ways to pressure-test your strategy - assign a team to poke holes in it / by Rick Lynch and Jay Galeota
- Which strategy "comfort traps" are you falling into? - and the remedies to get out of them / by Roger L. Martin
- Identify the new capabilities you need - build skill development into your plan / by Ron Ashkenas and Logan Chandler
- A simple way to test your company's strategic alignment - at both the team and the enterprise levels / by Jonathan Trevor and Barry Varcoe
- Section Five. Communicate your strategy: Leading change and strategic transitions - how to communicate your new strategy to employees
- Explain your new strategy by emphasizing what it isn't - clarify the projects you won't do / by Nick Tasler
- Discussing strategy across cultures - diverse teams come with diverse strategic viewpoints / by Leonard M. Fuld
- Section Six. Execute the strategy and learn from it: Your strategy should be a hypothesis you constantly adjust - gaps in execution may mean revising your strategy / by Amy C. Edmondson and Paul J. Verdin
- Your strategy has to be flexible-but so does your execution - eight common execution traps / by Martin Reeves and Rudolphe Charme di Carlo
- Stop letting quarterly numbers dictate your strategy - when short-term metrics keep you from winning in the long-term / by David Hersh
- Strategy is all about practice - work, work, and work some more / by Roger L. Martin.
