Strategy In Practice A Practitioner S Guide To Strategic Thinking 3rd Edition George Tovstiga - Solutions

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What are the key resources and capabilities underlying your value and cost drivers?
Can your firm identify and neutralize major internal impediments to technological change?
How attuned is your firm to major technological disruptions?
If you compete in the core market, how effectively does your firm compete against rivals across products and market segments?
If you compete in niche markets, how vulnerable are they to rivalry with large incumbents?
If your industry is in the mature stage, how is your firm positioned? Is it positioned in the core market or in peripheral niche markets?
How well has your firm developed scale-based value and cost drivers?
How well does your firm execute a dynamic growth cycle? Do you have a strong dynamic capability?
What are your firm’s key technology platforms? Its central paths of innovation? Its core rigidities?
If your industry is in the growth stage, can you forecast the shakeout? If so, when it occurs, how will your firm be positioned?
What stage of development is your industry in?
What are the key strategic groups in your industry? What are the key mobility barriers that keep firms from moving from one group to another?
What are the key complements to your industry and how does your industry support their expansion?
In what ways do firms in your industry cooperate—with each other and with buyers and suppliers—in order to improve profitability?
What are the major substitutes your industry confronts?
What entry barriers does your industry pose to possible entrants?
How powerful are buyers in your industry? How powerful are suppliers?
How differentiated are the products in your industry? What effect does the degree of differentiation have on firm profitability?
To what extent do firms in your industry engage in strategic interaction? Are they price takers or price makers?
If your industry is concentrated, how efficient or productive are the largest firms in your industry compared to the second and lower tiers? If it is not concentrated, are there opportunities to consolidate activities that would lead to greater efficiency with an increase in size?
How concentrated is your industry? What factors have led to concentration or are preventing it?
What are the key forces limiting profits in your industry?
How is your industry defined? What are the key dimensions your firm uses to identify competitors?
What barriers to imitation have your competitors erected to protect their key assets from imitation by your company?
What important barriers to imitation do you use to protect your critical resources and capabilities against imitation by competitors?
What are the factors that determine customer retention in your industry?
How successfully do you retain customers?
How sustainable is the success of that market position?
What market position consistently produces the most profit in your industry?
How is your business positioned in terms of value and cost against your competitors?
What is the marginal cost of increasing customer value for each of your value drivers?
What are your business’s key cost drivers?
What are the key drivers of customer value for your business?
How are the key financial tools your firm uses to make investment decisions tied to your strategic planning process?
How does your firm link strategic planning to the core elements of strategy execution?
In what ways does your firm link program development to strategic planning?
What are the key strategic initiatives your company has taken and how are they linked to your strategic plan?
In what ways does strategic planning help your firm in project evaluation?
How has your company used strategic planning to expose and neutralize destructive cognitive biases in decision making?
How has your firm used the strategic planning as a problemsolving process?
How effectively does your company set financial and operating goals?
How effectively does your firm utilize a scan of the industry in its planning process?
How does your organization use strategic planning to develop projects and allocate resources?
define and explore some fundamental notions related to strategy and the practice of strategy;
review and frame some of the key problems and issues contributing to the ongoing dilemma managers face with strategy;
introduce strategic thinking in the context of strategy in practice;
reflect on the differences between strategy in practice and strategy as practice; examine strategic planning in the context of strategy in practice and strategic thinking;
introduce the strategic thinking roadmap; briefly outline the subsequent chapters of this book that are structured around the strategic thinking process;
close with some caveats and useful pointers on strategy in practice.
establish and argue the case for the importance of articulating the “right” strategic questions;
explore the potential origin of good strategic questions;
examine how the right strategic questions are formulated;
explore how questions are triggered and how these lead to issues that require framing and analysis;
examine the importance of challenging assumptions and the prevailing industry logic.
examine the role of sense making in the greater context of the strategic thinking process, explore some of the philosophical underpinnings of sense making and show how and why these matter;
explore sense making from both the spatial and process perspectives:a. in the spatial perspective we examine a framework for sense making that relates analysis, intuition and interpretation to the derivation of insight,b. from a process perspective we examine how sense making occurs in complex
critically reflect on the process underlying strategic analysis;its purpose and role in sense making and the generation of insight;
introduce a typology consisting of a hierarchy of frameworks of strategic analysis based on high-level and supporting-level frameworks of analysis;
describe the roles of high-level and supporting-level frameworks of analysis;
propose a simple step-by-step approach to conducting an insight-driven strategic analysis;
review and discuss the limitations of strategic analysis.
examine the purpose and role of high-level strategic analysis in strategic sense making;
introduce two high-level frameworks of strategic analysis –the value proposition and unique competing space frameworks – and discuss their application toward generating strategically relevant insight;
examine how these high-level frameworks can guide the overall strategic process through aggregation and integration of a number of individual approaches, models and frameworks;
close with a final analysis framework, the opportunityresponse framework, which addresses the “when?” question related to strategic scheduling.
elaborate on the nature, role and application of supportinglevel frameworks of strategic analysis in the context of sense making;
differentiate between supporting frameworks of analysis that probe and seek to provide insight on the firm’s external competitive environment and those that focus on the firm-internal context;
introduce some key supporting-level frameworks related to external and internal analysis;
review and discuss the limitations of strategic analysis.
examine how strategic analysis leads to a reconstructed“bigger picture” and then to the formation of strategic options;
explore some simple mechanisms for strategy formation leading to the formulation of strategic options that relate to configurations of organizations determined by their maturity and dynamics of their competitive environment;
examine three approaches for evaluating and scrutinizing the options derived for suitability on the basis of systematic frameworks.
examine strategic thinking and insight-driven strategy from two practice perspectives:a. a perspective set against the backdrop of complexity, uncertainty and multiple possible futures,b. an organizational learning perspective;
explore the implications of these perspectives in the context of how strategy is formulated and enacted in practice;
examine strategy as a pretext for action and the creation of meaning in organizations;
revisit the notion of organizational configuration introduced in the previous chapter and examine the implications of an organization’s predisposition for how its strategy plays out in practice;
conclude with a reflection on the purpose and implications of strategic thinking for strategy in practice.
derive practical guiding questions for reflecting on the dynamics and their strategic implications at the boundaries of the firm’s unique competing space
provide templates for summarizing the analyses at the three boundaries
extend this analysis to examine interdependencies between the firm’s strategic boundaries and their strategic implications
derive a practical approach for mapping the firm’s strategy on the basis of an analysis of its relevant strategy building blocks
extend the strategy mapping outcome to include an accompanying narrative that seeks to articulate the firm’s strategy
provide guidance on deriving an appropriate “three-minute elevator pitch” that captures and expresses the essence of the firm’s strategy “in a nutshell”.

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Strategy In Practice A Practitioner S Guide To Strategic Thinking 3rd Edition George Tovstiga - Solutions

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