How to use Strategic Learning to rapidly respond to change and
gain a sustainable advantage over your competitors What''s even
harder than creating a breakthrough strategy? Making it stick. As
companies are fighting to survive in a tough economy, this new book
by Willie Pietersen demonstrates the power of the Strategic
Learning process, a four-step dynamic cycle guaranteed to create
and sustain winning performance. Adopted by a wide range of
corporations and not-for-profit organizations, the Strategic
Learning process builds on eight years of practicing, adapting and
honing the original concepts Pietersen first introduced in
"Reinventing Strategy "to explain how organizations can generate
superior insights about their customers and competitors, craft a
Winning Proposition, focus on a vital few key priorities, create
buy-in throughout the organization and achieve success - again and
again. Teaches organizations to make smarter decisions that help
them win customers and earn superior profits Explains how to
instill a culture of openness, learning, and courage that can face
and respond to the constantly changing business environment Is a
tool that can benefit leaders at all levels, in organizations both
large and small, global and domestic, for-profit and not-for-profit
Author Willie Pietersen, a former president of Tropicana and
Seagram USA, is a professor of management at Columbia Business
School, and the author of "Reinventing Strategy, "from Wiley
"Strategic Learning "shows you how your business or nonprofit
organization can develop better, more effective strategies for
long-term competitive advantage.
關於作者：
Willie Pietersen was raised in South Africa and received a
Rhodes Scholarship to Oxford University. After practicing law, he
embarked on an international business career, serving as the CEO of
multibillion-dollar businesses such as Lever Foods, Seagram USA,
Tropicana, and Sterling Winthrop''s Consumer Health Group. Since
1998, Pietersen has been Professor of the Practice of Management at
the Columbia University Business School. He has served as teacher
and advisor to many global companies, including Boeing, Deloitte,
DePuy, Ericsson, ExxonMobil, Novartis, SAP, and the Girl Scouts of
the USA. He is the author of Reinventing Strategy, which is widely
used by organizations as a guide to the creation of winning
strategies, and has been translated into Spanish and Chinese. For
more information about the application of Strategic Learning, visit
www.williampietersen.com.
目錄：
ACKNOWLEDGMENTS. INTRODUCTION. The New Competitive Context.
Winning in the New Environment. Reinventing Strategy with Strategic
Learning. Why This Book? Getting to Excelling.
PART I WHAT EVERY ORGANIZATION NEEDS TO KNOW ABOUT
STRATEGY.
CHAPTER 1 The Real Job of Strategy. What Is Strategy? What Key
Questions Must Strategy Answer for Us? Choice-Making in Action.
Strategy and Planning Are Different. Closing the DoingExcelling
Gap.
CHAPTER 2 Defining Competitive Advantage: How Much More Value Do
You Deliver Than Your Competitors? Mind the Gap. Stretching the
Elastic Band. GM''s Race to the Bottom. Value Leadership through a
Winning Proposition. What''s Your Winning Proposition? The Moment of
Truth.
PART II APPLYING STRATEGIC LEARNING TO CREATE AN ADAPTIVE
ENTERPRISE.
CHAPTER 3 Strategic Learning: Four Key Steps, One Cycle. Do You
Have a Robust Method? What Were We Thinking? The Theory of Natural
Selection. Complexity Theory. Learning Organizations. Strategy''s
New Mission. The Five Killer Competencies. The Strategic Learning
Cycle. What We''ve Learned from Deming. Building Capability through
Deliberate Practice.
CHAPTER 4 Learn: Using a Situation Analysis to Generate Superior.
Insights about Your External Environment and Your Own Realities.
The "Sense and Respond" Imperative. Learning through the Situation
Analysis. Analyzing Customer Needs. Who Are Our Stakeholders and
Why Do They Matter? Analyzing Competitors. Interpreting Industry
Dynamics. Taking a Broader View. Facing Your Own Realities. Pulling
Together the Situation Analysis. Winning the Battle for Insights.
Doing a Great Situation Analysis: The Rules of Success.
CHAPTER 5 Focus: Clarifying Your Winning Proposition and
Identifying Your Key Priorities. Making Your Strategic Choices. The
Parmenides Fallacy. Value Proposition versus Winning Proposition.
Where Does Your Vision Fit In? Delivering Superior Profits. The
Three Bottom Lines. Your Key Priorities. How the Girl Scouts Did
It. Deciding What Not to Do.
CHAPTER 6 Align: Mobilizing Your Entire Organization behind Your
Strategy. Leading a Journey. The Golden Rules of Successful
Execution. Closing the Gaps. The Business Ecosystem. Changing an
Organization''s Culture. Avoiding the Values Trap.
CHAPTER 7 Overcoming Resistance to Change and Driving Momentum.
Dealing with the Sources of Resistance. The Lessons of the Sigmoid
Curve. The Curse of Success. Launching the Second Curve.
Maximize
PARTicipation. Generate Short-Term Wins. Deal Directly with
Resisters. Set a Shining Example.
CHAPTER 8 Translating Your Strategy into a Compelling Leadership
Message. What Is Leadership? Building a Cathedral. Commander''s
Intent. Who Are the Leaders? Developing Your Leadership Message.
The Power of Storytelling. The Need for Repetition.
CHAPTER 9 Execute: Implementing and Experimenting in the Strategic
Learning Cycle. Learning through Experimentation. Learning from
Others. Learning from Mistakes. Experiential Learning: The
After-Action Review. Strategic Learning 365 Days a Year.
PART III INTEGRATING STRATEGY AND LEADERSHIP.
CHAPTER 10 Leading through a Crisis. Dealing Successfully with the
Unexpected. Learning Your Way Out of a Crisis. Building Readiness.
Seizing Opportunities during a Crisis. The Human Dimension.
CHAPTER 11 Becoming an Integrated Leader. The Three Domains of
Leadership. Articulating Your Leadership Credo. The Quest for
Self-Knowledge. The Lifeline Exercise. Applying Strategic Learning
to Yourself. CONCLUSION. The 5 Cs: Choices, Clarity, Change,
Courage, and Compassion. The Five Cs. APPENDIX. NOTES. INDEX.
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