The Strategy Book: How to think and act strategically to deliver outstanding results, 3rd Edition

  • 6h 36m 50s
  • Max McKeown
  • Gildan Media
  • 2023

Strategy is about shaping the future. Thinking strategically is what separates good managers and great leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real-world strategies.

Strategy is simple, but simple is complex. The Third Edition includes updated examples and a new set of practical future-focused tools including the Quick Strategy Canvas and the Big Picture. These will help any manager, regardless of experience, to better develop their inner strategic potential for outstanding results in our ever changing world.

Strategy is not a solo sport. The Strategy Book focuses on how you can create powerful strategies with other people to deliver success together in a competitive world. It answers the following questions: What do we know about strategy? What can creative strategy do for you? How can you create winning strategies? How to think and act strategically? How can you engage people with strategy? How do you avoid pitfalls and screw-ups?

About the Author

Dr. Max Mckeown is the author of The Strategy Book, winner of the Commuter Read at the Chartered Management Institute Book of the Year 2013 and Amazon's Best Business Books of 2012. He is also author of The Innovation Book, Adaptability: The Art of Winning in an Age of Uncertainty, and four other books. He works as a strategic coach with Fortune 100 companies and is also a popular keynote speaker at conferences worldwide.

In this Audiobook

  • Introduction
  • Chapter 1 - Shaping the future
  • Chapter 2 - Thinking before you plan
  • Chapter 3 - Becoming a strategic thinker
  • Chapter 4 - Selling your strategy
  • Chapter 5 - Reacting is as important as planning
  • Chapter 6 - Taking risks (jump your uncertainty gaps)
  • Chapter 7 - Looking over your shoulder
  • Chapter 8 - Knowing where the grass (really) is greener
  • Chapter 9 - Seeing the big picture
  • Chapter 10 - Finding position, intention and direction
  • Chapter 11 - Looking for advantages
  • Chapter 12 - Making strategic decisions and choices
  • Chapter 13 - Adapting to your competitive environment
  • Chapter 14 - Winning strategy games
  • Chapter 15 - Creating new markets
  • Chapter 16 - Getting ahead of your strategic group
  • Chapter 17 - Growing your business (again and again)
  • Chapter 18 - Going global without going broke
  • Chapter 19 - Knowing what you can do best
  • Chapter 20 - Managing your strategy process
  • Chapter 21 - Meetings for strategic minds
  • Chapter 22 - Managing change, making strategy work
  • Chapter 23 - Understanding what can go wrong
  • Chapter 24 - Saving your company from failure
  • Chapter 25 - The basic (powerful) strategy questions
  • Chapter 26 - Quick start strategy
  • Chapter 27 - SWOT analysis
  • Chapter 28 - Porter’s 5 forces of competition
  • Chapter 29 - Porter’s generic strategies
  • Chapter 30 - Burgelman’s strategy dynamics model
  • Chapter 31 - Porter’s vlue chain and value system
  • Chapter 32 - Core competencies and resource-based view
  • Chapter 33 - Nonaka and takeuchi’s knowledge spiral
  • Chapter 34 - Peters, athos and waterman’s 7-S framework
  • Chapter 35 - Scenario planning
  • Chapter 36 - Ansoff’s growth grid
  • Chapter 37 - The boston consulting group (BCG) growth share matrix
  • Chapter 38 - Kim and mauborgne’s four actions
  • Chapter 39 - Greiner’s growth (and crisis) model
  • Chapter 40 - De wit and meyer’s strategy tensions
  • Chapter 41 - Cummings and wilson: orientation and animation
  • Chapter 42 - Lewin’s force field analysis
  • Chapter 43 - Kotter’s eight phases of change
  • Chapter 44 - Kaplan and norton’s balanced scorecard
  • Chapter 45 - Hrebiniak’s model of strategy execution
  • Chapter 46 - Hammer and champy’s business process redesign
  • Chapter 47 - Michaud and thoenig’s strategic orientation
  • Chapter 48 - Burgelman and grove’s strategy bet model
  • Chapter 49 - Argyris’s double and single loop learning
  • Chapter 50 - Mintzberg’s deliberate and emergent strategy
  • Chapter 51 - Johnson’s white space model
  • Chapter 52 - Prahalad and hart’s bottom of the pyramid
  • Chapter 53 - Stacey’s strategy from complexity
  • Chapter 54 - Hart’s sustainability value framework
  • Chapter 55 - House of strategy
  • Chapter 56 - Innovation + strategy = adaptability
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