Becoming a strategic thinker
Thinking like a strategist
Reacting is as important as planning
Taking risks (jumping your uncertainty gaps)
Looking over your shoulder
Knowing where grass (really) is greener
Finding position, intention and direction
Making strategic decisions and choices
Adapting to your competitive environment
Getting ahead of your strategic group
Growing your business (again and again)
Going global without going broke
Knowing what you can do best
Making your strategy work
Managing your strategy process
Meetings for strategic minds
Managing change, making strategy work
Understanding what can go wrong
Saving your company from failure
The Strategy Book tool kit
The basic (powerful) strategy questions
Porter's 5 forces of competition
Porter's generic strategies
Burgelman's strategy dynamics model
Core competencies and resource-based view
Nonaka and Takeuchi's knowledge spiral
BCG's product portfolio matrix
Kim and Mauborgne's blue ocean
Greiner's growth (and crisis) model
Treacy and Wiersema's value disciplines
Cummings and Wilson: orientation and animation
Lewin's force field analysis
Kotter's eight phases of change
Kaplan and Norton's balanced scorecard
Hrebiniak's model of strategy execution
Hammer and Champy's business process redesign
Michaud and Thoenig's strategic orientation
Burgelman and Grove's strategy bet model
Argyris's double and single loop learning
Mintzberg's deliberate and emergent
Johnson's white space model
Prahalad's bottom of the pyramid
Stacey's strategy from complexity.
