Modern Competitive Strategy 3rd Edition Gordon Walker - Solutions

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Have you got a one page summary that you are happy with?
Have you been clear about where you are focusing and where you are reducing focus/investment?
Have you looked carefully at the risks, assumptions and dependencies and documented them?
Are the investments going to be supported by the stakeholders?
Are the investments of time, money and resources sufficient to deliver the goals?
Has each action got a clear and measurable outcome?
Have you written a small number of clear strategic actions that support your strategic intent?
Does your strategic intent play to your strengths?
Is it clear from your strategic intent what you are not going to focus on?
Does your strategic intent lay out the priorities?
Does your strategic intent require the organisation to change at least as fast as the eternal environment?
Does your strategic intent take you towards your vision if successfully executed?
Can you summarise your strategic intent clearly, simply and briefly?
Have you laid out a timeframe for refreshing the data regularly?
Are your conclusions clear and supported by the narrative you have written?
Have you laid out the information as clearly as possible?
Have you tested your findings with those closest to the market?
Where using tools like SWOT and PESTLE, are they adding to the thinking, or just there because someone thinks they should be?
Can you find a way to avoid confirmation bias as you analyse the data?
Have you got every possible source of quality data lined up to mine for information?
Will your goals drive business as usual behaviour or the kind of change that is needed?
Are your goals sufficiently ambitious to deliver the intent of the strategy?
Do your goals relate precisely to each major element of the strategy?
Have you distinguished between in-process measurements and real outcomes?
Are your goals SMART?
How does the organisational culture affect the way that the strategy can or should be implemented?
Has your organisation stated its values, and do you understand how these relate to the culture?
Can you see what limitations your purpose imposes on your strategy?
Can all levels of employees describe them and how their work contributes to them?
Are they clearly articulated and shared widely amongst the employees?
Has your organisation defined its purpose, vision and mission?
What are the key institutional factors within your country that influence the way your company is governed?
Has your company developed and published a comprehensive set of corporate governance guidelines?
How effectively does the board deal with executive compensation issues?
How effectively does the board address management succession?
How effectively does your board involve itself in strategic issues facing the company?
What are the key provisions your company has put in place to control its interaction with shareholders?
How has your company responded to Sarbanes-Oxley requirements? Has it benefited operationally from its response?
How effectively does your board interact with management in discussing key issues confronting the company? Is there a full and open discussion that leads to effective decisions?
What is the proportion of insiders to outsiders on the board?How effective are outside directors in bringing an objective perspective to board issues?
What is your board’s committee structure? Is it effective?
Has your company developed a culture that affects business unit performance positively? If so, what are the culture’s key elements?
What are the key corporate compensation and incentive schemes in your company? How are they related to market forces?
How is your company structured? How does this structure affect the ability of the business units to improve their performance?
What are the most important top-down initiatives in your company? How have they contributed to the success of the business units?
How are these activities managed to increase business unit performance?
What activities has your company centralized to gain economies of scale and scope?
How are these transfers managed to increase the performance of the internal buyer and supplier?
What are the critical transfers that occur between businesses in your firm?
What methods does your organization use to allocate resources to the business units? How are they tied to market forces?
What methodologies does your corporation use for evaluating its portfolio of businesses? How are they linked to financial performance and to business strategy?
How does your firm find new ventures opportunities?
How does your firm manage mergers and acquisitions?
How does your firm manage the differentiation and integration of new ventures?
How do these resources and capabilities enhance the value and cost drivers of the business units?
What are key resources and capabilities that are transferred or shared among the business units in your firm?
Does your firm focus on one type of market position—for example, low cost or high value?
What managerial capabilities—entrepreneurial or general management—do your business units share?
What are the reasons for your successful efforts? The reasons for your failures?
How successful have your efforts to diversify been?
What are primary reasons your firm has diversified into new industries?
What are the five key initiatives that will improve your firm’s global competitiveness?
How are your firm’s competitors configured globally? How do these configurations affect the level of competition in the industry?
How is your firm organized to compete globally? Is this form of organization effective?
What are the sources of your firm’s competitive advantage in global markets, if any?
What country factors has your firm exploited to improve its positions in its global markets?
What path has your firm taken to grow globally? Has it been effective?
If your firm competes globally, what forces led you to expand from your home country?
How have your competitors responded to them?
How has your firm responded to these trends?
What are the major global trends your industry faces?
How has your firm learned to become more effective in cooperating with each partner?
How well does your firm manage the interface with each partner?
How convergent are your firm’s purposes in each alliance with those of the partner?
How does the form of each partnership match the reason motivating it?
How has your firm avoided or mitigated the disadvantages of partnering?
Was there evidence of partner expertise in cooperating with other firms?
How were the partners selected in each instance?
Did it compare the benefits of partnering with vertical integration?
Why did it enter into these partnerships?
What partnerships is your firm currently engaged in?
What constraints does consistency among your firm’s activities put on its make or buy decisions?
How often has your firm outsourced an activity because suppliers were more competent?
How does your firm structure its strategic sourcing relationships to improve cooperation with suppliers?
What are the key competencies your firm lacks that keep it tied to noncooperative suppliers?
What are the key aspects of control your firm requires over supplier decisions?
How has your firm traded off transaction and production costs in its relationships with key suppliers?
How often has your firm brought supplier activities in-house in response to high transaction costs?
If your firm faces volume uncertainty, how does this uncertainty affect your make or buy decisions?
If your firm faces technological uncertainty, how does this uncertainty affect your make or buy decisions?
How does your firm handle relationships with suppliers that have assets specialized to your needs?
How effectively does your company engage in double-loop learning?
How do your company’s policies regarding its people contribute to the development of key capabilities?
What focal points does your firm use to make important decisions? Are they effective?
Does your company have a strong or weak culture? Do the characteristics of your culture contribute to your strategy?
How does your firm handle the trade-off between noise and distortion in its incentive system?
What metrics does your organization use to measure financial and operating performance? How are they related to your business strategy?
How is your firm organized structurally? Does this structure support the development of your key capabilities?
Can you map your firm’s activity system? If you did so, how consistent do you think your activities would be?
How well do these resources and capabilities complement each other? How could their complementarity be improved?

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Modern Competitive Strategy 3rd Edition Gordon Walker - Solutions

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