Details

Strategic Learning

How to Be Smarter Than Your Competition and Turn Key Insights into Competitive Advantage
1. Aufl.

von: Willie Pietersen
20,99 €
Verlag:	Wiley
Format:	PDF
Veröffentl.:	18.02.2010
ISBN/EAN:	9780470609804
Sprache:	englisch
Anzahl Seiten:	256

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Beschreibungen

Titelbeschreibung

How to use Strategic Learning to rapidly respond to change and gain a sustainable advantage over your competitors What's even harder than creating a breakthrough strategy? Making it stick. As companies are fighting to survive in a tough economy, this new book by Willie Pietersen demonstrates the power of the Strategic Learning process, a four-step dynamic cycle guaranteed to create and sustain winning performance. Adopted by a wide range of corporations and not-for-profit organizations, the Strategic Learning process builds on eight years of practicing, adapting and honing the original concepts Pietersen first introduced in Reinventing Strategy to explain how organizations can generate superior insights about their customers and competitors, craft a Winning Proposition, focus on a vital few key priorities, create buy-in throughout the organization and achieve success – again and again. <ul> <li>Teaches organizations to make smarter decisions that help them win customers and earn superior profits</li> <li>Explains how to instill a culture of openness, learning, and courage that can face and respond to the constantly changing business environment</li> <li>Is a tool that can benefit leaders at all levels, in organizations both large and small, global and domestic, for-profit and not-for-profit</li> <li>Author Willie Pietersen, a former president of Tropicana and Seagram USA, is a professor of management at Columbia Business School, and the author of Reinventing Strategy, from Wiley</li> </ul> Strategic Learning shows you how your business or nonprofit organization can develop better, more effective strategies for long-term competitive advantage.

Inhaltsverzeichnis

Acknowledgments xi Introduction xiii The New Competitive Context xiv Winning in the New Environment xvi Reinventing Strategy with Strategic Learning xvi Why This Book? xviii Getting to Excelling xix Part I What Every Organization Needs to Know About Strategy 1 Chapter 1 The Real Job of Strategy 3 What Is Strategy? 5 What Key Questions Must Strategy Answer for Us? 6 Choice-Making in Action 8 Strategy and Planning Are Different 12 Closing the Doing/Excelling Gap 14 Chapter 2 Defining Competitive Advantage: How Much More Value Do You Deliver Than Your Competitors? 15 Mind the Gap 16 Stretching the Elastic Band 18 GM’s Race to the Bottom 21 Value Leadership through a Winning Proposition 24 What’s Your Winning Proposition? 26 The Moment of Truth 27 Part II Applying Strategic Learning to Create An Adaptive Enterprise 31 Chapter 3 Strategic Learning: Four Key Steps, One Cycle 33 Do You Have a Robust Method? 34 What Were We Thinking? 35 The Theory of Natural Selection 37 Complexity Theory 39 Learning Organizations 39 Strategy’s New Mission 40 The Five Killer Competencies 40 The Strategic Learning Cycle 41 What We’ve Learned from Deming 42 Building Capability through Deliberate Practice 43 Chapter 4 Learn: Using a Situation Analysis to Generate Superior Insights about Your External Environment and Your Own Realities 47 The ‘‘Sense and Respond’’ Imperative 48 Learning through the Situation Analysis 49 Analyzing Customer Needs 51 Who Are Our Stakeholders and Why Do They Matter? 59 Analyzing Competitors 63 Interpreting Industry Dynamics 66 Taking a Broader View 68 Facing Your Own Realities 69 Pulling Together the Situation Analysis 73 Winning the Battle for Insights 75 Doing a Great Situation Analysis: The Rules of Success 78 Chapter 5 Focus: Clarifying Your Winning Proposition and Identifying Your Key Priorities 81 Making Your Strategic Choices 81 The Parmenides Fallacy 83 Value Proposition versus Winning Proposition 87 Where Does Your Vision Fit In? 90 Delivering Superior Profits 90 The Three Bottom Lines 93 Your Key Priorities 95 How the Girl Scouts Did It 99 Deciding What Not to Do 103 Chapter 6 Align: Mobilizing Your Entire Organization behind Your Strategy 109 Leading a Journey 110 The Golden Rules of Successful Execution 112 Closing the Gaps 113 The Business Ecosystem 119 Changing an Organization’s Culture 125 Avoiding the Values Trap 131 Chapter 7 Overcoming Resistance to Change and Driving Momentum 135 Dealing with the Sources of Resistance 137 The Lessons of the Sigmoid Curve 138 The Curse of Success 139 Launching the Second Curve 142 Maximize Participation 146 Generate Short-Term Wins 149 Deal Directly with Resisters 150 Set a Shining Example 154 Chapter 8 Translating Your Strategy into a Compelling Leadership Message 157 What Is Leadership? 160 Building a Cathedral 161 Commander’s Intent 162 Who Are the Leaders? 163 Developing Your Leadership Message 165 The Power of Storytelling 167 The Need for Repetition 169 Chapter 9 Execute: Implementing and Experimenting in the Strategic Learning Cycle 171 Learning through Experimentation 172 Learning from Others 174 Learning from Mistakes 175 Experiential Learning: The After-Action Review 176 Strategic Learning 365 Days a Year 179 Part III Integrating Strategy and Leadership 181 Chapter 10 Leading through a Crisis 183 Dealing Successfully with the Unexpected 184 Learning Your Way Out of a Crisis 186 Building Readiness 188 Seizing Opportunities during a Crisis 190 The Human Dimension 191 Chapter 11 Becoming an Integrated Leader 195 The Three Domains of Leadership 196 Articulating Your Leadership Credo 199 The Quest for Self-Knowledge 201 The Lifeline Exercise 202 Applying Strategic Learning to Yourself 206 Conclusion The 5 Cs: Choices, Clarity, Change, Courage, and Compassion 211 The Five Cs 213 Appendix 217 Notes 219 Index 225

Autorenportrait

Willie Pietersen was raised in South Africa and received a Rhodes Scholarship to Oxford University. After practicing law, he embarked on an international business career, serving as the CEO of multibillion-dollar businesses such as Lever Foods, Seagram USA, Tropicana, and Sterling Winthrop's Consumer Health Group. Since 1998, Pietersen has been Professor of the Practice of Management at the Columbia University Business School. He has served as teacher and advisor to many global companies, including Boeing, Deloitte, DePuy, Ericsson, ExxonMobil, Novartis, SAP, and the Girl Scouts of the USA. He is the author of Reinventing Strategy, which is widely used by organizations as a guide to the creation of winning strategies, and has been translated into Spanish and Chinese. For more information about the application of Strategic Learning, visit www.williampietersen.com.

Back cover copy

Praise for Strategic Learning "Strategic Learning has become a vital element of how we think about the future in Ericsson. The wisdom of Willie Pietersen's approach to strategy has helped us move from planning rituals to strategy as learning, and has made a big difference to the way we work." —Hans Vestberg, President and CEO, Ericsson "Strategic Learning is the best method I've ever found for creating winning strategies." —Michael Mahoney, Company Group Chairman, Johnson & Johnson "Pietersen's focus on creating highly adaptive and dynamic strategy is essential for our turbulent times. His Strategic Learning process forces companies to confront difficult truths presented by the marketplace and helps them thrive amid uncertainty." —Jill Spencer, Executive Vice President, Federal Home Loan Bank of Atlanta "Strategic Learning and Willie Pietersen have had an amazing impact on the Girl Scouts, helping us create a transformational strategy to bring relevance to a ninety-seven-year-old organization. We are confident that we are now focusing on the few things that are making the biggest difference." —Kathy Cloninger, Chief Executive Officer, Girl Scouts of the USA "Willie Pietersen's deep insights about strategy and leadership have helped our commercial and medical leaders understand how we can move from merely doing strategy to excelling at it." —David Epstein, President and CEO, Novartis Oncology, Novartis Molecular Diagnostics