Dear ENT colleagues (sorry for cross-posting),
Please have a look at the first part of my new book: The Strategy Handbook. The book is targeted at strategy practitioners as well as executive courses on strategy and offers a practical and refreshing alternative for the 'mission-vision-SWOT' approach that we are all familiar with. It combines a 'canvas'-like approach with an iterative and creative process of strategy making and is available via selected channels (including Amazon).
Below you will find a brief description, recommendations from notable scholars, and the table of contents.
thanks for sharing and warm regards,
Jeroen Kraaijenbrink
Description of the book (from the back cover):
In this first part of The Strategy Handbook Jeroen Kraaijenbrink offers a refreshing and practical approach to strategy generation in which creativity, interaction, and value creation are central. Based on more than a century of insights from the strategy literature and on a trial and error process with strategists from over 300 organizations, the book's purpose is as relevant as it can be: making strategy work.
In an accessible and down-to-earth style The Strategy Handbook guides you through a complete five-step approach to strategy generation. It comes with a wealth of advice, tools, and exercises that can be immediately applied in the everyday practice of any organization wanting to improve its strategy.
The book is easy to understand and to apply. Rooted in research, though, it demonstrates an acute awareness of the subtleties of strategy generation. Through this combination of simplicity and depth The Strategy Handbook is a must-read for both novices and more seasoned executives, managers, and entrepreneurs.
Recommendations
"Dr Kraaijenbrink has given strategizing managers, strategy consultants, and even some academics, a really useful book. Some books pretend to supply a complete solution. This one is designed to help managers who know they must stay in charge and not expect others – consultants or academics – to do their strategizing for them." - JC Spender, Research Professor, Kozminski University and ESADE Business School
"If you query "business strategy" on any online bookseller, you will find more than 100,000 results. The fact is that strategy is both so important, and so misunderstood that many authors have worked to understand, present and explain it in their own way. Amidst such a range of work, it is easy to ask why we need another book on strategy. But when you see this book, you will understand precisely why we do need this work on strategy." - Stuart Read, Professor of Strategic Management, Willamette University
Table of contents
Chapter 1. Motivation
• The challenge: putting strategy into practice
• Recipe for a handbook?
• Origins and methodological basis
• Four ways to use this book
Chapter 2. Getting ready
• Defining strategy
• The ten elements of strategy
• Defining strategy generation
• The five steps of strategy generation
• The right mindset: how strategy experts think
• Introducing the four examples
Chapter 3. Step 1: Activating key stakeholders
• The activation challenge
• Excuses and causes for strategic inactivity
• Five activation tactics: 1. Open people's mind, 2. Reveal the urgency, 3. Sell the benefits, 4. Take away risks, 5. Just start
• The four examples
Chapter 4. Step 2: Mapping strategy
• The meaning and role of mapping strategy
• How to use the tools
• The ten elements of strategy: 1. Resources & competences, 2. Partners, 3. Customers & needs, 4. Competitors, 5. Value proposition, 6. Revenue model, 7. Risks & costs, 8. Values & goals, 9. Organizational climate, 10. Trends & uncertainties
• The four examples
Stepping back for a moment
• A brief summary of what we have so far
• A fast and frugal strategy generation format
Chapter 5. Step 3: Assessing strategy
• Why and when to assess your strategy
• Nine strategy checks: 1. Coherence check, 2. Efficiency check, 3. Effectiveness check, 4. Uniqueness check, 5. Flexibility check, 6. Robustness check, 7. Scalability check, 8. Responsibility check, 9. Pros & cons check
• A quick strategy checklist
• How to use the strategy checks
• The four examples
Chapter 6. Step 4: Innovating strategy
• Defining your latitude for strategic innovation
• Five strategic innovation approaches: 1. Elementary innovation, 2. Amplifying innovation, 3. Routed innovation, 4. Projective innovation, 5. Freestyle innovation
• Generating and selecting strategic options
• The four examples
Chapter 7. Step 5: Formulating strategy
• The strategy formulation challenge
• The core and structure of your strategy
• Formulating strategy in words
• The four examples
• Formulating strategy in pictures
• Pitching your strategy
Chapter 8. Strategy generation formats
• Strategy generation formats: 1. Do-it-yourself 2. Nominal group technique (Post-it™ sessions), 3. Breakout groups, 4. Brainwriting, 5. Phase-gate approach
• A final recommendation
Afterword
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Dr.ir. Jeroen Kraaijenbrink | Associate Professor Strategic Entrepreneurship
University of Twente | School of Management and Governance | Department of Business Administration
PO Box 217, 7500 AE Enschede, The Netherlands, Room RA 2107 | Tel + 31 6 531 631 04 | Fax + 31 53 489 2159 | Email: j.kraaijenbrink@utwente.nl
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