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Tables of Contents for Simplified Strategic Planning
Chapter/Section Title
Page #
Page Count
Foreword
xiii
Noel Tichy
Preface
xv
Acknowledgments
xxi
Part One. Embrace the Top Priority of Management
1
32
Strategic Planning: See a Future
3
9
Why Bother to Plan?
5
1
Yesterday's Gone
6
1
Today Is Yesterday's Future
7
1
Complexity Lives
7
2
Getting People on Board
9
1
Document or Tool?
10
1
Decide to Decide
11
1
Create a Great Strategic Team
12
9
More than One
12
1
Who Should Be on the Team?
13
2
Who Should Not Be on the Team?
15
1
The Power of Perspective
16
1
Getting Your Team to Believe in the Process
17
1
Who Should Lead the Team?
18
1
Insider or Outsider?
19
2
Learn the Simplified Process
21
12
The Three Key Questions
22
1
Culture Counts
23
1
Structure
24
1
The Process of Simplified Strategic Planning---How It Works
25
4
Take Time Deciding---Strategy Is the Big Stuff
29
4
Part Two. Start by Studying the Way It Is Now
33
56
Figure Out Your Markets
35
13
Define Your Market
36
1
Domination is Good
37
1
Big Fish, Small Pond
38
1
Commodity or Specialty?
38
4
Segmentation
42
3
Market Segment Analysis
45
3
Figure Out the Competition and the Environment
48
16
You Against Whom?
49
1
The Competition Is Your Friend and Your Friend and Your Enemy
50
1
Market and Competitive Research
51
2
Your People Know Things
53
1
You Live in the Business Environment
53
2
Technology Assessment
55
1
Supplier Market Assessment
56
4
Current Economic Situation
60
1
Significant Regulations
61
3
Look Inside Your Company
64
15
Typical Measurements
65
4
Other Measurements That Drive Strategy
69
3
Your Are What You Do---Be Honest
72
1
Focus on Strengths, Not on Weaknesses
73
3
Finding Your Strengths and Weaknesses
76
3
Do It Better and Different---Strategic Competencies
79
10
The Mix Is Important
80
1
But Value, Uniqueness, and Sustainability Are Key
81
1
Why Find It?
82
1
Four Questions
82
2
Finding Your Strategic Competency
84
1
Competencies of Different Sizes
85
1
No Competencies? Don't Fret
86
3
Part Three. Figure Out the Way You Expect Things to Be
89
44
Make Assumptions About the World
91
10
Why Assume?
91
2
How to Assume
93
1
Avoid Wishful Thinking
94
1
Don't Put Too Much Stock in Assumptions
94
2
Avoid Naive Projections
96
1
Beware of Nasty Surprises
97
1
Minimize Assumption Errors
97
2
Serendipity Happens to the Prepared Company
99
2
Make Assumptions About the Business Environment
101
11
Assumptions for Market Segments
102
1
Four Critical Market Segment Assumptions
102
3
Assumptions About Competition
105
5
Assumptions About the Business Environment
110
2
Make Assumptions About Threats and Opportunities
112
13
First, Let's Avoid Extinction
113
1
Brainstorming as an Art Form
113
3
Evaluating the Ideas
116
6
Make Assumptions About What Might Go Wrong
122
3
Look Further into the Future
125
8
The Big Picture---What's Going to Happen in the World?
126
1
Imagine Now from 10 Years Ago
127
1
Winner's Profile in the New World
128
5
Part Four. Desing Your Future
133
56
Devlare a Strategic Focus
135
15
Who Are You?
137
2
Can There Be Too Much Focus?
139
1
Your Choices Are Here
140
4
Choose Here
144
2
Strategic Issues
146
2
Here's the Pot of Gold---Align Focus with Competencies
148
2
Take It All into Account
150
15
Strategic Assessment---Charting It Out
150
4
Strategic Assessment Matrix
154
2
What It Means---Strategy
156
4
Competitive Strategy
160
3
Select a Competitive Strategy
163
2
Complete Your Vision
165
13
Targeting Strategic Opportunities
165
2
Choosing and Enhancing Strategic Competencies
167
2
Choosing and Enhancing Capabilities
169
1
Pay Attention to Corporate Culture
169
1
Use Your Brainpower
170
1
Align Your Money with Your Strategy
171
1
How Big Do You Want to Be?
172
1
How Many Ways Can You Shoot Yourself in the Foot?
172
1
Put It Down on Paper
173
5
Support Strategy with Commitments
178
11
The Mission Statement as Foundation
178
3
Goals as a Guide to the Future
181
4
Objectives---Measurable and Specific Projects
185
1
Name Your Results
186
1
Go for an Easy Win First
187
2
Part Five. Create a Way to Get Things Done
189
38
Write an Action Plan
191
9
Why Bother with Action Plans?
192
1
Who Writes It?
192
1
Filling Out the Form
193
1
Choose Your Words Carefully
193
2
Picking the People to Do the Work
195
1
Estimating the Time Required
196
1
The Price of a Step
196
1
When?
197
1
A Good Example
197
1
Thinking It Through
197
3
Plan Your Use of Resources: Money and Time
200
18
Plan Your Use of Money
200
5
Prioritize Action Plans
205
1
Five-Year Operating Statement
206
2
Budget Your Time---It's the Smartest Kind of Budgeting
208
2
Two Types of Activity
210
1
Routine Time
210
5
Keep Doing What You've Always Done and You'll Keep Getting What You've Always Gotten
215
1
Determine the Time Required by Action Plans
215
1
Options for Those Who Need More Time
215
1
Schedule
216
2
Use the Plan
218
9
Spread the Word
219
1
Monthly Check-In
220
1
Quarterly Tune-Up
221
1
Planning the Plan: Going Full Circle
221
1
Course Corrections
222
1
Simplified Strategic Planning
223
4
Epilogue
227
2
Appendix
229
2
Index
231
7
About the Authors
238