The fast-track MBA in strategy
Imagine having instant access to the world's smartest thinking on strategy - and being shown exactly what to do to guarantee that you get your own strategy right, every time.
Strategy Genius makes it easy to apply what researchers know about strategic thinking to the real world. 40 chapters based on hundreds of cutting-edge business and psychology research projects reveal what works and what doesn't work in strategy. Each of the 40 chapters is a mini-masterclass in strategic thinking, explaining the research and showing you how to apply it for yourself.
In business, conventional wisdom often says one thing while research says another. Strategy Genius cuts through the noise to bring you proven research and techniques for applying it that will simply make you a better strategist.
Quick to read and intensely practical, this book will bring a little strategy genius into your day.
'Strategy is one of those topics that many people talk about without having much idea what they mean. Richard Jones is one of the exceptions. A very good book; I recommend it strongly' Peter Hiscocks, CEO Judge Business School Executive Education, University of Cambridge
'Genius conflated into something you can understand. A bit like Richard, really' Michael Wilson, Director of Business and Economics Editor, Arise Global Networks
Author(s): Jones, Richard A D
Year: 2016
Language: English
Commentary: The fast-track MBA in strategy
Pages: 257
Tags: The fast-track MBA in strategy
Cover
Contents
Introduction
About this book
1. Do you have a good strategy?
2. Can your people say what your strategy is?
3. So what is strategy and what should it deliver?
4. The right amount of strategic ambition
5. Why things going well can be so dangerous
6. Disruptive technologies
7. From tough competition to hypercompetition
8. Responding to hypercompetition
9. Exploiting disruption
10. Routes to resilience
11. Seeing disruption coming
12. Picking which competitive advantage to pursue
13. What is the theory of your firm?
14. Competitive adaptability through adaptability
15. Why stopping is as important as starting
16. Marketing as strategy
17. Understanding your market situation
18. The new dynamics of competition
19. How to avoid your business model getting into trouble
20. Matching strategy to your situation
21. Generic strategy options and what they mean for you
22. Creating adaptability to deal with a changing environment
23. Learning from failure
24. Creating new business models
25. How to identify new business models
26. Managing risk in your business model
27. Sustainability, feasibility and acceptability (SFA analysis)
28. Bold retreat
29. Strategy – art or science
30. How strategy shapes structure
31. Getting the business model right
32. Why things going well can be so dangerous
33. Beyond a simple business model – real option pricing
34. Finding the right balance for innovation
35. The case for stealth innovation
36. There are just three rules
37. A repeatable business model?
38. How to ensure employees ‘get’ strategy
39. Measuring the right things
40. Considering an end-to-end approach
Index
A
B
C
D
E
F
G
H
I
K
L
M
N
O
P
R
S
T
U
V
Z
