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Rethinking Strategy
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Rethinking Strategy
by Steve Tighe
Rethinking Strategy
Cover
Acknowledgements
Introduction empowering your organisation
Part I Searching
Chapter 1 The trouble with trends
Trends are not enough
How do you get ahead of trends?
Inappropriate data usage
There must be a better way!
Part II Learning
Chapter 2 The latent resource
Introducing scenarios
Scenarios in business: a mixed history
Golden years
A second coming?
Chapter 3 Where does the future fit?
What informs your strategy?
Putting the future in its place
Why scenarios?
Chapter 4 Reframing strategy
Strategy is planning
Strategy is dour
Strategy is output
It’s time to rethink strategy
Strategic principles
Participatory learning
Speeding up decision making
Chapter 5 Overcoming myopia
Myopic mayhem
Context is everything
Chapter 6 The shape of things to come
Understanding change
Anticipating embryonic issues and opportunities
1. Dirty secrets
2. Cultural hypocrisies
3. Unresolved tensions
4. Systemic inequities
5. Slow-burning issues
6. Social values
7. Scenarios
Part III Doing
Chapter 7 The strategic challenge
Getting to work
Setting the scenario horizon
A means to an end
Chapter 8 How do I know what I think until I see what I say?
The corporate mental model
Articulating mental models
Structuring the conversations
Interpreting the conversations
Analysing the conversations
Chapter 9 Conversations with Mr Silly
Environmental scanning requires a framework
Environmental scanning is about research
Environmental scanning is about stimulation
Chapter 10 ‘What’s next?’ — Anticipating the future
Does it make sense?
Letting go of command and control
Bringing everyone along
Stimulation and structure
Scenarios workshop
Workshop process
1. Reviewing the environmental scan
2. Identifying influencing factors
3. Sorting and prioritising influencing factors
4. Choosing scenario drivers
5. Building scenarios
Evaluating the scenarios
Chapter 11 ‘So what?’ — Positioning for the future
It’s called scenario planning
Anyone for chess?
Strategic identity
Assessing strategies against scenarios
Strategic creativity and originality
Chapter 12 ‘Now what?’ — Transitioning to the future
Back to earth
Linking the strategic framework to organisational action
Chapter 13 Making sense of the patterns in the chaos
Primed for the future
Developing a corporate memory of the future
Anticipating the future
Increasing sensitivity to change
Interpreting the future
Ongoing strategic monitoring
Internalising scenario proficiency
Endnotes
Index
End User License Agreement
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