The Thinking Strategist: Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems
The Thinking Strategist promotes the strategic management process as a way to identify, explore and solve problems. It provides useful advice and practical tools to strengthen decision making and problem solving skills to accomplish organizational goals, exceed objectives, and to get top management...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2022
|
| Ausgabe: | 2nd ed |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | The Thinking Strategist promotes the strategic management process as a way to identify, explore and solve problems. It provides useful advice and practical tools to strengthen decision making and problem solving skills to accomplish organizational goals, exceed objectives, and to get top management and key stakeholder support |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (273 Seiten) |
| ISBN: | 9781803825618 |
Internformat
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| 100 | 1 | |a Edmondson, Vickie Cox |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a The Thinking Strategist |b Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems |
| 250 | |a 2nd ed | ||
| 264 | 1 | |a Bingley |b Emerald Publishing Limited |c 2022 | |
| 264 | 4 | |c ©2022 | |
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| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Intro -- Half Title Page -- Title Page -- Copyright Page -- Contents -- List of Figures and Tables -- About the Author -- Foreword -- Acknowledgments -- Note on Supplementary Material -- Part One: Setting Expectations -- Section A: See Yourself at the Top -- 1: What is Strategy and Why is it Important to Anyone not at the Top? -- Your Professional Growth -- WHAT DOES IT TAKE TO BECOME AN EXPERT IN STRATEGY? -- 1. Realistic Expectations of Success -- 2. Learning from Repeated Practice -- How Will You Know When You Have Achieved Expert Status? -- 2: The Process, the Players, and the Stakes -- Ecosystems -- Industry -- Stakeholders and Stakeholder Power -- Board of Directors -- Top Management -- Managers -- Empowered Problem Solvers and Contributors -- Other Stakeholders -- The Process -- Getting All Brains on Deck -- What Constitutes a Good Contribution? -- 3: The Art of Judgment -- Individual Purpose at Work -- Emotional Intelligence and Assessment Tools -- Developing Emotional Intelligence -- Developing Better Judgment -- The Importance of Research -- Dissent in Decision Making -- Accountability to Do Something -- Section B: Business Acumen -- 4: Problem not Currently Solved -- Business Mission -- Strategic Vision -- Strategic Thinking to Analyze the Situation -- Critical Voicing -- 5: Leadership and Dealing with Change -- Change and Innovation: Willingness to Act on Thoughts -- Ways to Introduce Change -- Reactions to Change -- Overcoming Resistance to Change -- 6: Criteria for Crafting a Good Strategy -- Achieve Goals Meet Objectives -- Financial and Strategic Performance Objectives -- Resources and Constraints -- Evaluation and Control -- Part Two: The Vault -- Section A: Taking Stock -- 1: Gathering Information with a Shared Goal in Mind -- Search with a Shared Goal in Mind -- Fact Check -- Benchmark Based Upon Strategic Groups | |
| 505 | 8 | |a Pay Attention to Numbers -- Get Ready to Think: What You Think Really Matters -- Handling Stakeholder Need for Confidentiality -- Willingness to Accept Findings -- 2: What Does a Company's Internal Environment Reveal About the Strategy-Structure Relationship? -- Organizational Structure and Decision Making -- Analyzing the Internal Situation -- A Company Profile -- Present Strategy Analysis -- Functional Areas of Business Analysis -- Competitive Financial Analysis -- 3: Evaluating A Company's External Environment, the Firm-Industry-Society Relationship -- Analyzing the External Environment -- Six Segment General Environment Analysis -- External Driving Forces Analysis -- Forces Driving Industry Competition and Attractiveness -- Stakeholder Power Analysis -- Swot Analysis -- An Overview of Skye Construction -- Environmental Factors -- 4: Gaining Alignment on What is Happening and Why -- Current Reality Trees -- Findings from Skye Construction -- Identifying UDEs -- Developing a CRT -- The Follow-Up Meeting -- Seven Key Points -- Section B: Crafting Strategy for Competitive Advantage -- 5: Theory Linking Strategy to Performance Objectives -- Competition and Sustainability -- Leveraging Competitive Advantage for an Edge -- Three Levels of Strategy -- Strategy Typologies -- Objective-Based Strategies -- Flexibility and Emergent Strategy -- Intellectual Property -- Findings from Skye Construction -- 6: Strategies for Overcoming Constraints -- The No Immediate Change Option -- Strategic Adjustments -- Reduction Strategies -- Strategic Cost Alignment -- Synergistic Development -- Firm Growth/Diversification -- Collective Strategy -- Partnering or Doing Business with Minority Business Enterprises -- Building Links with Business Schools -- Caveats -- 7: Collaborative Decision Making -- Brainwriting -- Brainstorming -- Agreement on the Important Issues | |
| 505 | 8 | |a Agree on the Problem to be Solved -- Agree on the Ideal Option -- Agree on Key Result Areas -- Agree on Method(s) That Will Be Used to Analyze the Situation -- Agree on Desired Outcomes for Each Key Result Area -- Agree on Quantitative Performance Expectations -- Agree on Risk Management and Contingencies -- Decision Analysis -- Decision Modes -- Findings from Skye Construction -- Section C: Organizational Learning Through Strategy Implementation -- 8: Linking Implementation to Plan Objectives -- Findings from Skye Construction -- Plan Statement and Objectives -- Implementation Plan Components and Responsibility List -- Risk Management and Sticking to the Plan -- Avoiding Potential Problems -- Findings from Skye Construction -- 9: Managing Talent, Time, and Money -- Assessing Talent Needs -- Strategy Implications of Diversity, Equity, and Inclusion -- Documenting Contributions -- Setting Realistic Time Expectations -- Staying Within Budget -- Testing Plan Objectives -- Findings from Skye Construction -- Testing the Talent Objective -- Testing the Time Objective -- Subplans -- Time Allocation Schedule -- Testing the Budget Objective -- Section D: Assessing Progress And Reporting Impact -- 10: Strategy Evaluation and Control -- Identifying and Recording Deviations from Planned Results -- Accountability -- Common Financial Terms -- Financial Statements -- Caveats About Financial Ratios -- Key Financial Ratios for Analyzing a Company ms used in the strategic ma -- Gross Profit Margin -- Operating Profit Margin -- Net Profit Margin -- Earnings Before Interest and Taxes (EBIT) -- Earnings per Share (EPS) -- Return on Assets (ROA) -- Return on Equity (ROE) -- Liquidity Ratios -- Current Ratio -- Quick Ratio -- Activity Ratios -- Inventory Turnover -- Asset Turnover Ratio -- Leverage Ratios -- Debt-to-Assets Ratio -- Debt-to-Equity Ratio | |
| 505 | 8 | |a Long-term Debt to Equity Ratio -- Interest Coverage Ratio -- Additional Tools -- 11: The Art of Gaining Commitment by Raising the Stakes -- Written Communications -- Web Conferencing -- Face-to-Face and Virtual Meetings -- Presenting the Meeting Content -- Value of Storytelling and Use of Examples -- Value of a Supporting Functional Analysis -- Value of Visual Representations -- Value of an Appendix and Summary Handouts -- Value of Citations and Sources -- 12: Strategic Communications -- Messaging -- Communication Functions -- The Process -- Kiss the Message -- Process Mapping and Modeling -- Just in Time Communication -- Celebrations and Commitments -- Appendix -- References -- Glossary -- Index | |
| 520 | |a The Thinking Strategist promotes the strategic management process as a way to identify, explore and solve problems. It provides useful advice and practical tools to strengthen decision making and problem solving skills to accomplish organizational goals, exceed objectives, and to get top management and key stakeholder support | ||
| 650 | 4 | |a Strategic planning | |
| 700 | 1 | |a Robinson, Jonas |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Edmondson, Vickie Cox |t The Thinking Strategist |d Bingley : Emerald Publishing Limited,c2022 |z 9781803825625 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035213786 | |
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Datensatz im Suchindex
| _version_ | 1817704728197332992 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Edmondson, Vickie Cox |
| author_facet | Edmondson, Vickie Cox |
| author_role | aut |
| author_sort | Edmondson, Vickie Cox |
| author_variant | v c e vc vce |
| building | Verbundindex |
| bvnumber | BV049874328 |
| collection | ZDB-30-PQE |
| contents | Intro -- Half Title Page -- Title Page -- Copyright Page -- Contents -- List of Figures and Tables -- About the Author -- Foreword -- Acknowledgments -- Note on Supplementary Material -- Part One: Setting Expectations -- Section A: See Yourself at the Top -- 1: What is Strategy and Why is it Important to Anyone not at the Top? -- Your Professional Growth -- WHAT DOES IT TAKE TO BECOME AN EXPERT IN STRATEGY? -- 1. Realistic Expectations of Success -- 2. Learning from Repeated Practice -- How Will You Know When You Have Achieved Expert Status? -- 2: The Process, the Players, and the Stakes -- Ecosystems -- Industry -- Stakeholders and Stakeholder Power -- Board of Directors -- Top Management -- Managers -- Empowered Problem Solvers and Contributors -- Other Stakeholders -- The Process -- Getting All Brains on Deck -- What Constitutes a Good Contribution? -- 3: The Art of Judgment -- Individual Purpose at Work -- Emotional Intelligence and Assessment Tools -- Developing Emotional Intelligence -- Developing Better Judgment -- The Importance of Research -- Dissent in Decision Making -- Accountability to Do Something -- Section B: Business Acumen -- 4: Problem not Currently Solved -- Business Mission -- Strategic Vision -- Strategic Thinking to Analyze the Situation -- Critical Voicing -- 5: Leadership and Dealing with Change -- Change and Innovation: Willingness to Act on Thoughts -- Ways to Introduce Change -- Reactions to Change -- Overcoming Resistance to Change -- 6: Criteria for Crafting a Good Strategy -- Achieve Goals Meet Objectives -- Financial and Strategic Performance Objectives -- Resources and Constraints -- Evaluation and Control -- Part Two: The Vault -- Section A: Taking Stock -- 1: Gathering Information with a Shared Goal in Mind -- Search with a Shared Goal in Mind -- Fact Check -- Benchmark Based Upon Strategic Groups Pay Attention to Numbers -- Get Ready to Think: What You Think Really Matters -- Handling Stakeholder Need for Confidentiality -- Willingness to Accept Findings -- 2: What Does a Company's Internal Environment Reveal About the Strategy-Structure Relationship? -- Organizational Structure and Decision Making -- Analyzing the Internal Situation -- A Company Profile -- Present Strategy Analysis -- Functional Areas of Business Analysis -- Competitive Financial Analysis -- 3: Evaluating A Company's External Environment, the Firm-Industry-Society Relationship -- Analyzing the External Environment -- Six Segment General Environment Analysis -- External Driving Forces Analysis -- Forces Driving Industry Competition and Attractiveness -- Stakeholder Power Analysis -- Swot Analysis -- An Overview of Skye Construction -- Environmental Factors -- 4: Gaining Alignment on What is Happening and Why -- Current Reality Trees -- Findings from Skye Construction -- Identifying UDEs -- Developing a CRT -- The Follow-Up Meeting -- Seven Key Points -- Section B: Crafting Strategy for Competitive Advantage -- 5: Theory Linking Strategy to Performance Objectives -- Competition and Sustainability -- Leveraging Competitive Advantage for an Edge -- Three Levels of Strategy -- Strategy Typologies -- Objective-Based Strategies -- Flexibility and Emergent Strategy -- Intellectual Property -- Findings from Skye Construction -- 6: Strategies for Overcoming Constraints -- The No Immediate Change Option -- Strategic Adjustments -- Reduction Strategies -- Strategic Cost Alignment -- Synergistic Development -- Firm Growth/Diversification -- Collective Strategy -- Partnering or Doing Business with Minority Business Enterprises -- Building Links with Business Schools -- Caveats -- 7: Collaborative Decision Making -- Brainwriting -- Brainstorming -- Agreement on the Important Issues Agree on the Problem to be Solved -- Agree on the Ideal Option -- Agree on Key Result Areas -- Agree on Method(s) That Will Be Used to Analyze the Situation -- Agree on Desired Outcomes for Each Key Result Area -- Agree on Quantitative Performance Expectations -- Agree on Risk Management and Contingencies -- Decision Analysis -- Decision Modes -- Findings from Skye Construction -- Section C: Organizational Learning Through Strategy Implementation -- 8: Linking Implementation to Plan Objectives -- Findings from Skye Construction -- Plan Statement and Objectives -- Implementation Plan Components and Responsibility List -- Risk Management and Sticking to the Plan -- Avoiding Potential Problems -- Findings from Skye Construction -- 9: Managing Talent, Time, and Money -- Assessing Talent Needs -- Strategy Implications of Diversity, Equity, and Inclusion -- Documenting Contributions -- Setting Realistic Time Expectations -- Staying Within Budget -- Testing Plan Objectives -- Findings from Skye Construction -- Testing the Talent Objective -- Testing the Time Objective -- Subplans -- Time Allocation Schedule -- Testing the Budget Objective -- Section D: Assessing Progress And Reporting Impact -- 10: Strategy Evaluation and Control -- Identifying and Recording Deviations from Planned Results -- Accountability -- Common Financial Terms -- Financial Statements -- Caveats About Financial Ratios -- Key Financial Ratios for Analyzing a Company ms used in the strategic ma -- Gross Profit Margin -- Operating Profit Margin -- Net Profit Margin -- Earnings Before Interest and Taxes (EBIT) -- Earnings per Share (EPS) -- Return on Assets (ROA) -- Return on Equity (ROE) -- Liquidity Ratios -- Current Ratio -- Quick Ratio -- Activity Ratios -- Inventory Turnover -- Asset Turnover Ratio -- Leverage Ratios -- Debt-to-Assets Ratio -- Debt-to-Equity Ratio Long-term Debt to Equity Ratio -- Interest Coverage Ratio -- Additional Tools -- 11: The Art of Gaining Commitment by Raising the Stakes -- Written Communications -- Web Conferencing -- Face-to-Face and Virtual Meetings -- Presenting the Meeting Content -- Value of Storytelling and Use of Examples -- Value of a Supporting Functional Analysis -- Value of Visual Representations -- Value of an Appendix and Summary Handouts -- Value of Citations and Sources -- 12: Strategic Communications -- Messaging -- Communication Functions -- The Process -- Kiss the Message -- Process Mapping and Modeling -- Just in Time Communication -- Celebrations and Commitments -- Appendix -- References -- Glossary -- Index |
| ctrlnum | (ZDB-30-PQE)EBC7048974 (ZDB-30-PAD)EBC7048974 (ZDB-89-EBL)EBL7048974 (OCoLC)1337523088 (DE-599)BVBBV049874328 |
| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 2nd ed |
| format | Electronic eBook |
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| id | DE-604.BV049874328 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-06T15:18:34Z |
| institution | BVB |
| isbn | 9781803825618 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213786 |
| oclc_num | 1337523088 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (273 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| spelling | Edmondson, Vickie Cox Verfasser aut The Thinking Strategist Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems 2nd ed Bingley Emerald Publishing Limited 2022 ©2022 1 Online-Ressource (273 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Half Title Page -- Title Page -- Copyright Page -- Contents -- List of Figures and Tables -- About the Author -- Foreword -- Acknowledgments -- Note on Supplementary Material -- Part One: Setting Expectations -- Section A: See Yourself at the Top -- 1: What is Strategy and Why is it Important to Anyone not at the Top? -- Your Professional Growth -- WHAT DOES IT TAKE TO BECOME AN EXPERT IN STRATEGY? -- 1. Realistic Expectations of Success -- 2. Learning from Repeated Practice -- How Will You Know When You Have Achieved Expert Status? -- 2: The Process, the Players, and the Stakes -- Ecosystems -- Industry -- Stakeholders and Stakeholder Power -- Board of Directors -- Top Management -- Managers -- Empowered Problem Solvers and Contributors -- Other Stakeholders -- The Process -- Getting All Brains on Deck -- What Constitutes a Good Contribution? -- 3: The Art of Judgment -- Individual Purpose at Work -- Emotional Intelligence and Assessment Tools -- Developing Emotional Intelligence -- Developing Better Judgment -- The Importance of Research -- Dissent in Decision Making -- Accountability to Do Something -- Section B: Business Acumen -- 4: Problem not Currently Solved -- Business Mission -- Strategic Vision -- Strategic Thinking to Analyze the Situation -- Critical Voicing -- 5: Leadership and Dealing with Change -- Change and Innovation: Willingness to Act on Thoughts -- Ways to Introduce Change -- Reactions to Change -- Overcoming Resistance to Change -- 6: Criteria for Crafting a Good Strategy -- Achieve Goals Meet Objectives -- Financial and Strategic Performance Objectives -- Resources and Constraints -- Evaluation and Control -- Part Two: The Vault -- Section A: Taking Stock -- 1: Gathering Information with a Shared Goal in Mind -- Search with a Shared Goal in Mind -- Fact Check -- Benchmark Based Upon Strategic Groups Pay Attention to Numbers -- Get Ready to Think: What You Think Really Matters -- Handling Stakeholder Need for Confidentiality -- Willingness to Accept Findings -- 2: What Does a Company's Internal Environment Reveal About the Strategy-Structure Relationship? -- Organizational Structure and Decision Making -- Analyzing the Internal Situation -- A Company Profile -- Present Strategy Analysis -- Functional Areas of Business Analysis -- Competitive Financial Analysis -- 3: Evaluating A Company's External Environment, the Firm-Industry-Society Relationship -- Analyzing the External Environment -- Six Segment General Environment Analysis -- External Driving Forces Analysis -- Forces Driving Industry Competition and Attractiveness -- Stakeholder Power Analysis -- Swot Analysis -- An Overview of Skye Construction -- Environmental Factors -- 4: Gaining Alignment on What is Happening and Why -- Current Reality Trees -- Findings from Skye Construction -- Identifying UDEs -- Developing a CRT -- The Follow-Up Meeting -- Seven Key Points -- Section B: Crafting Strategy for Competitive Advantage -- 5: Theory Linking Strategy to Performance Objectives -- Competition and Sustainability -- Leveraging Competitive Advantage for an Edge -- Three Levels of Strategy -- Strategy Typologies -- Objective-Based Strategies -- Flexibility and Emergent Strategy -- Intellectual Property -- Findings from Skye Construction -- 6: Strategies for Overcoming Constraints -- The No Immediate Change Option -- Strategic Adjustments -- Reduction Strategies -- Strategic Cost Alignment -- Synergistic Development -- Firm Growth/Diversification -- Collective Strategy -- Partnering or Doing Business with Minority Business Enterprises -- Building Links with Business Schools -- Caveats -- 7: Collaborative Decision Making -- Brainwriting -- Brainstorming -- Agreement on the Important Issues Agree on the Problem to be Solved -- Agree on the Ideal Option -- Agree on Key Result Areas -- Agree on Method(s) That Will Be Used to Analyze the Situation -- Agree on Desired Outcomes for Each Key Result Area -- Agree on Quantitative Performance Expectations -- Agree on Risk Management and Contingencies -- Decision Analysis -- Decision Modes -- Findings from Skye Construction -- Section C: Organizational Learning Through Strategy Implementation -- 8: Linking Implementation to Plan Objectives -- Findings from Skye Construction -- Plan Statement and Objectives -- Implementation Plan Components and Responsibility List -- Risk Management and Sticking to the Plan -- Avoiding Potential Problems -- Findings from Skye Construction -- 9: Managing Talent, Time, and Money -- Assessing Talent Needs -- Strategy Implications of Diversity, Equity, and Inclusion -- Documenting Contributions -- Setting Realistic Time Expectations -- Staying Within Budget -- Testing Plan Objectives -- Findings from Skye Construction -- Testing the Talent Objective -- Testing the Time Objective -- Subplans -- Time Allocation Schedule -- Testing the Budget Objective -- Section D: Assessing Progress And Reporting Impact -- 10: Strategy Evaluation and Control -- Identifying and Recording Deviations from Planned Results -- Accountability -- Common Financial Terms -- Financial Statements -- Caveats About Financial Ratios -- Key Financial Ratios for Analyzing a Company ms used in the strategic ma -- Gross Profit Margin -- Operating Profit Margin -- Net Profit Margin -- Earnings Before Interest and Taxes (EBIT) -- Earnings per Share (EPS) -- Return on Assets (ROA) -- Return on Equity (ROE) -- Liquidity Ratios -- Current Ratio -- Quick Ratio -- Activity Ratios -- Inventory Turnover -- Asset Turnover Ratio -- Leverage Ratios -- Debt-to-Assets Ratio -- Debt-to-Equity Ratio Long-term Debt to Equity Ratio -- Interest Coverage Ratio -- Additional Tools -- 11: The Art of Gaining Commitment by Raising the Stakes -- Written Communications -- Web Conferencing -- Face-to-Face and Virtual Meetings -- Presenting the Meeting Content -- Value of Storytelling and Use of Examples -- Value of a Supporting Functional Analysis -- Value of Visual Representations -- Value of an Appendix and Summary Handouts -- Value of Citations and Sources -- 12: Strategic Communications -- Messaging -- Communication Functions -- The Process -- Kiss the Message -- Process Mapping and Modeling -- Just in Time Communication -- Celebrations and Commitments -- Appendix -- References -- Glossary -- Index The Thinking Strategist promotes the strategic management process as a way to identify, explore and solve problems. It provides useful advice and practical tools to strengthen decision making and problem solving skills to accomplish organizational goals, exceed objectives, and to get top management and key stakeholder support Strategic planning Robinson, Jonas Sonstige oth Erscheint auch als Druck-Ausgabe Edmondson, Vickie Cox The Thinking Strategist Bingley : Emerald Publishing Limited,c2022 9781803825625 |
| spellingShingle | Edmondson, Vickie Cox The Thinking Strategist Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems Intro -- Half Title Page -- Title Page -- Copyright Page -- Contents -- List of Figures and Tables -- About the Author -- Foreword -- Acknowledgments -- Note on Supplementary Material -- Part One: Setting Expectations -- Section A: See Yourself at the Top -- 1: What is Strategy and Why is it Important to Anyone not at the Top? -- Your Professional Growth -- WHAT DOES IT TAKE TO BECOME AN EXPERT IN STRATEGY? -- 1. Realistic Expectations of Success -- 2. Learning from Repeated Practice -- How Will You Know When You Have Achieved Expert Status? -- 2: The Process, the Players, and the Stakes -- Ecosystems -- Industry -- Stakeholders and Stakeholder Power -- Board of Directors -- Top Management -- Managers -- Empowered Problem Solvers and Contributors -- Other Stakeholders -- The Process -- Getting All Brains on Deck -- What Constitutes a Good Contribution? -- 3: The Art of Judgment -- Individual Purpose at Work -- Emotional Intelligence and Assessment Tools -- Developing Emotional Intelligence -- Developing Better Judgment -- The Importance of Research -- Dissent in Decision Making -- Accountability to Do Something -- Section B: Business Acumen -- 4: Problem not Currently Solved -- Business Mission -- Strategic Vision -- Strategic Thinking to Analyze the Situation -- Critical Voicing -- 5: Leadership and Dealing with Change -- Change and Innovation: Willingness to Act on Thoughts -- Ways to Introduce Change -- Reactions to Change -- Overcoming Resistance to Change -- 6: Criteria for Crafting a Good Strategy -- Achieve Goals Meet Objectives -- Financial and Strategic Performance Objectives -- Resources and Constraints -- Evaluation and Control -- Part Two: The Vault -- Section A: Taking Stock -- 1: Gathering Information with a Shared Goal in Mind -- Search with a Shared Goal in Mind -- Fact Check -- Benchmark Based Upon Strategic Groups Pay Attention to Numbers -- Get Ready to Think: What You Think Really Matters -- Handling Stakeholder Need for Confidentiality -- Willingness to Accept Findings -- 2: What Does a Company's Internal Environment Reveal About the Strategy-Structure Relationship? -- Organizational Structure and Decision Making -- Analyzing the Internal Situation -- A Company Profile -- Present Strategy Analysis -- Functional Areas of Business Analysis -- Competitive Financial Analysis -- 3: Evaluating A Company's External Environment, the Firm-Industry-Society Relationship -- Analyzing the External Environment -- Six Segment General Environment Analysis -- External Driving Forces Analysis -- Forces Driving Industry Competition and Attractiveness -- Stakeholder Power Analysis -- Swot Analysis -- An Overview of Skye Construction -- Environmental Factors -- 4: Gaining Alignment on What is Happening and Why -- Current Reality Trees -- Findings from Skye Construction -- Identifying UDEs -- Developing a CRT -- The Follow-Up Meeting -- Seven Key Points -- Section B: Crafting Strategy for Competitive Advantage -- 5: Theory Linking Strategy to Performance Objectives -- Competition and Sustainability -- Leveraging Competitive Advantage for an Edge -- Three Levels of Strategy -- Strategy Typologies -- Objective-Based Strategies -- Flexibility and Emergent Strategy -- Intellectual Property -- Findings from Skye Construction -- 6: Strategies for Overcoming Constraints -- The No Immediate Change Option -- Strategic Adjustments -- Reduction Strategies -- Strategic Cost Alignment -- Synergistic Development -- Firm Growth/Diversification -- Collective Strategy -- Partnering or Doing Business with Minority Business Enterprises -- Building Links with Business Schools -- Caveats -- 7: Collaborative Decision Making -- Brainwriting -- Brainstorming -- Agreement on the Important Issues Agree on the Problem to be Solved -- Agree on the Ideal Option -- Agree on Key Result Areas -- Agree on Method(s) That Will Be Used to Analyze the Situation -- Agree on Desired Outcomes for Each Key Result Area -- Agree on Quantitative Performance Expectations -- Agree on Risk Management and Contingencies -- Decision Analysis -- Decision Modes -- Findings from Skye Construction -- Section C: Organizational Learning Through Strategy Implementation -- 8: Linking Implementation to Plan Objectives -- Findings from Skye Construction -- Plan Statement and Objectives -- Implementation Plan Components and Responsibility List -- Risk Management and Sticking to the Plan -- Avoiding Potential Problems -- Findings from Skye Construction -- 9: Managing Talent, Time, and Money -- Assessing Talent Needs -- Strategy Implications of Diversity, Equity, and Inclusion -- Documenting Contributions -- Setting Realistic Time Expectations -- Staying Within Budget -- Testing Plan Objectives -- Findings from Skye Construction -- Testing the Talent Objective -- Testing the Time Objective -- Subplans -- Time Allocation Schedule -- Testing the Budget Objective -- Section D: Assessing Progress And Reporting Impact -- 10: Strategy Evaluation and Control -- Identifying and Recording Deviations from Planned Results -- Accountability -- Common Financial Terms -- Financial Statements -- Caveats About Financial Ratios -- Key Financial Ratios for Analyzing a Company ms used in the strategic ma -- Gross Profit Margin -- Operating Profit Margin -- Net Profit Margin -- Earnings Before Interest and Taxes (EBIT) -- Earnings per Share (EPS) -- Return on Assets (ROA) -- Return on Equity (ROE) -- Liquidity Ratios -- Current Ratio -- Quick Ratio -- Activity Ratios -- Inventory Turnover -- Asset Turnover Ratio -- Leverage Ratios -- Debt-to-Assets Ratio -- Debt-to-Equity Ratio Long-term Debt to Equity Ratio -- Interest Coverage Ratio -- Additional Tools -- 11: The Art of Gaining Commitment by Raising the Stakes -- Written Communications -- Web Conferencing -- Face-to-Face and Virtual Meetings -- Presenting the Meeting Content -- Value of Storytelling and Use of Examples -- Value of a Supporting Functional Analysis -- Value of Visual Representations -- Value of an Appendix and Summary Handouts -- Value of Citations and Sources -- 12: Strategic Communications -- Messaging -- Communication Functions -- The Process -- Kiss the Message -- Process Mapping and Modeling -- Just in Time Communication -- Celebrations and Commitments -- Appendix -- References -- Glossary -- Index Strategic planning |
| title | The Thinking Strategist Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems |
| title_auth | The Thinking Strategist Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems |
| title_exact_search | The Thinking Strategist Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems |
| title_full | The Thinking Strategist Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems |
| title_fullStr | The Thinking Strategist Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems |
| title_full_unstemmed | The Thinking Strategist Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems |
| title_short | The Thinking Strategist |
| title_sort | the thinking strategist unleashing the power of strategic management to identify explore and solve problems |
| title_sub | Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems |
| topic | Strategic planning |
| topic_facet | Strategic planning |
| work_keys_str_mv | AT edmondsonvickiecox thethinkingstrategistunleashingthepowerofstrategicmanagementtoidentifyexploreandsolveproblems AT robinsonjonas thethinkingstrategistunleashingthepowerofstrategicmanagementtoidentifyexploreandsolveproblems |