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April 28 - June 18, 2020
Actions r...
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The investment ...
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Continued inv...
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Competitors’ pricing ...
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The questions are not mechanical, either.
A plan prepared according to the guidelines and questions outlined in this chapter provides the foundation for a robust dialogue linking the strategy to the people and operating processes.
Strategy Review
page by page in show-and-tell mode,
prepped by the planning staff
little or no constructive discussion,
almost no decisions
nobody really und...
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critical issues do...
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books back to their...
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gathering dust for the rest o...
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This is the business unit stra...
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the style he brought to GE—ban the fat books,
get everybody thinking and talking
This is no way to execute.
The business unit strategy review is the prime Social Operating Mechanism of the strategy process.
testing and validating the s...
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last chance to get things right be...
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ultimate test of the r...
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The review should be a creative exercise,
People have to leave with closure to the discussion
clear accountability
“Dad, what do you think they’re looking for?” I told him, “They’re looking for new ideas.
Make your idea the best idea you can, and don’t worry if someone says it’s a bad idea.
The strategy review is also a good place for a leader to learn about and develop people.
How well versed is each business
How strong is the organizational
Is the plan s...
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Are we choosing the ri...
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Are the linkages with people and oper...
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competitor analysis is focused only on past history: industry dynamics, cost structure, market share, brand differentiation, and power in distribution channels.
but real-time reporting on what they’re up to and likely to do next.
What are our competitors pla...
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How good are their sales
What are our competitors
How will they...
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What do w...
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What do we know about the leader
What acquisitions will
Could a competitor form
What new people have
car world’s best product developer,
Here’s where a tight and consistent linkage between strategy and people processes becomes critical.
leading software services
Its sales staff has, for the most part, sold services to the information technology managers of Fortune 1000 companies.
Reaching this next level will require selling to CEOs and CFOs,
