Strategic Learning: How To Be Smarter Than Your Competition And Turn Key Insights Into Competitive Advantage9780470540695 mobi 下载 网盘 caj lrf pdf txt 阿里云

　　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.

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 Doing/Excelling

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.

　　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.

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书籍介绍

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.