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HBR guide to setting your strategy

HBR guide to setting your strategy
Bibliography note
Includes bibliographical references and index
index present
Literary Form
non fiction
Main title
HBR guide to setting your strategy
Nature of contents
Oclc number
Series statement
Harvard Business Review guides
"Set your company up for the long term. Every company needs a strategy. A focused strategy aligns decision making throughout the organization and helps establish a competitive edge in the marketplace. But with so many options to consider, how do you define a unique strategy that will ensure growth? Whether you're starting a business from scratch or in an existing company facing new threats, this book offers the direction you need. The HBR Guide to Setting Your Strategy provides practical tips and advice that break down the process of crafting strategy so you can identify the areas your company should build on and help it thrive long into the future. You'll learn to: understand what strategy is--and what it isn't, define your mission, values, and purpose, recognize your company's distinct capabilities, conduct better strategic discussions with your team, communicate your strategy throughout the company, make a plan for pushing your strategy forward, arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges"--, Provided by publisher
Table Of Contents
Introduction. Get the strategy you need -- now: how strategy has evolved, and why we need it -- Section One. What is strategy?: Defining strategy, implementation, and execution -- they involve different activities, tools, and people / by Ken Favaro -- 5 myths about strategy and why they're wrong / by Stephen Bungay -- Your strategic plans probably aren't strategic, or even plans -- distinguish between objectives, strategies, and actions / by Graham Kenny -- Section Two. Lay the foundation: Your strategy needs a strategy -- consider the circumstances in which you're operating / by Martin Reeves, Claire Love, and Philipp Tillmanns -- The different approaches firms use to set strategy -- two factors can help you define your process / by Kimberly Teti, Mu-Jeung Yang, Nicholas Bloom, Jan W. Rivkin, and Raffaella Sadun -- 6 tips for running offsites that aren't a waste of time -- understand your objectives-before you get in the room / by Melissa Raffoni -- Stakeholders first, strategy second -- recognize what you want from them and what they want from you / by Graham Kenny -- Section Three. Develop your strategy: Strategy needs creativity -- four approaches to building a breakthrough strategy / by Adam Brandenburger -- Five questions to build a strategy -- where will we play? how will we win? / by Roger L. Martin -- Four types of competition that can threaten your company -- maintain your competitive edge / by Carsten Lund Pedersen and Thomas Ritter -- How to do strategic planning like a futurist -- stop fearing the long term / by Amy Webb -- Ecosystem businesses are changing the rules of strategy -- by understanding how they operate, you'll be better positioned to compete / by Julian Birkinshaw -- Put purpose at the core of your strategy -- reshape your value proposition / by Thomas W. Malnight, Ivy Buche, and Charles Dhanaraj -- Section Four. Test your strategic choices: 4 ways to pressure-test your strategy -- assign a team to poke holes in it / by Rick Lynch and Jay Galeota -- Which strategy "comfort traps" are you falling into? -- and the remedies to get out of them / by Roger L. Martin -- Identify the new capabilities you need -- build skill development into your plan / by Ron Ashkenas and Logan Chandler -- A simple way to test your company's strategic alignment -- at both the team and the enterprise levels / by Jonathan Trevor and Barry Varcoe -- Section Five. Communicate your strategy: Leading change and strategic transitions -- how to communicate your new strategy to employees -- Explain your new strategy by emphasizing what it isn't -- clarify the projects you won't do / by Nick Tasler -- Discussing strategy across cultures -- diverse teams come with diverse strategic viewpoints / by Leonard M. Fuld -- Section Six. Execute the strategy and learn from it: Your strategy should be a hypothesis you constantly adjust -- gaps in execution may mean revising your strategy / by Amy C. Edmondson and Paul J. Verdin -- Your strategy has to be flexible-but so does your execution -- eight common execution traps / by Martin Reeves and Rudolphe Charme di Carlo -- Stop letting quarterly numbers dictate your strategy -- when short-term metrics keep you from winning in the long-term / by David Hersh -- Strategy is all about practice -- work, work, and work some more / by Roger L. Martin
Harvard Business Review guide to setting your strategySetting your strategy
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