EBOOK - Strategic Value Creation - Design and Execute a Strategy for Breakthrough Returns - Full Edition (Rupert Morrison) | Cộng đồng Kỹ thuật cơ điện Việt Nam EBOOKBKMT

EBOOK - Tạo ra giá trị chiến lược - Thiết kế và thực hiện chiến lược để đạt được lợi nhuận đột phá (Rupert Morrison)

Strategic Value Creation shows how senior business leaders can design and execute a data-driven strategy for their organizations to ensure that value creation is focused on the customer segments most integral to business success.

Value creation underpins any successful business and businesses that fail to create unique value for their customers will struggle to survive. This book demonstrates how to recognize when strategy, thinking and actions are flawed, how to correct these and how to devise and implement an effective strategy that unlocks the power of value creation. It provides the practical tools necessary to put strategic theories and frameworks into practice and explains the data needed at every step.

Strategic Value Creation shares the powerful 4Ds framework for strategy execution: Diagnose today, Design tomorrow, Draw the plan and Deliver with data. This framework outlines how to use data for diagnosis, analyse value factors for customer segmentation, determine the value factors their customers value the most and ensure differentiation from competitors. It also covers how to track and measure performance against stated objectives and risks, improve board packs, board back commentary and board meeting effectiveness, and capture and categorize actions, ensuring they are managed effectively.

CONTENTS

About the authors xiv

Foreword xvi

Preface xviii

Acknowledgements xxii

Abbreviations xxiv

PART ONE

Introduction

1.1 Introduction to strategic value creation 3

What is strategic value creation? 4

Why businesses struggle with value creation 11

The 4D Framework: Diagnose today, Design tomorrow, Draw the

plan and Deliver the plan 12

Our reasons for writing this book 16

How this book will help you 17

Structure of the book 18

Final thoughts 19

Remember this 21

Notes 21

1.2 Challenges and paradoxes 24

Introduction 24

Seven common challenges on the path to success 26

Seven common paradoxes 39

Final thoughts 43

Remember this 44

Notes 44

1.3 Core truths, frameworks and communication pillars 46

Introduction 46

CONTENTS x

The five core truths of strategic value creation 47

The five core frameworks used in strategic value creation 55

The five core communication pillars for strategic value creation 66

Final thoughts 73

Remember this 74

Notes 74

PART TWO

Diagnose today and design tomorrow

2.1 What is strategy? 79

Look to the best: the strategy greats 80

Defining strategy 82

Do something different (and be careful about benchmarking) 84

How to be different 89

The Arahi definition of strategy 91

Structure and logic for Part 2 92

Notes 94

2.2 Diagnose today: confront your brutal truth 96

Introduction 96

The value landscape 97

Collecting data to diagnose today 100

Plotting scores on the value landscape 116

Assessing pricing as part of your value proposition 121

Understanding what to prioritize 124

Final thoughts 126

Remember this 126

Notes 127

2.3 Design tomorrow 128

Introduction 128

Grocery Post 129

Purpose 131

Ambition 133

Challenge 134

Critical value factors 135

CONTENTS xi

Target segments 140

Arranged capabilities 143

Competition 148

Cash generation 151

The Strategy on a Page (SOAP) 153

Final thoughts 153

Remember this 155

Notes 155

PART THREE

Draw the plan

3.1 Introducing BROP-A 159

The difference between designing and planning 161

The three levels of planning: strategic, operational and tactical 164

Structure and logic for Part 3 168

Notes 171

3.2 The bridges of BROP-A 172

Introduction 172

Building bridges 173

The three bridges of BROP-A 177

Final thoughts 192

Remember this 192

Notes 192

3.3 Risk taking… and management 194

Introduction 194

The problem with risk management 195

How to be a risk taker 199

Two methods for identifying your most urgent risks 203

Responding to risk using the 3T Framework 207

Final thoughts 217

Remember this 218

Notes 219

CONTENTS xii

3.4 Objectives: milestones, measures and dependencies 220

Introduction 220

Getting your terminology straight: the difference between goals and

objectives 222

Objectives measures and milestones 226

Setting objectives 229

Final thoughts 237

Remember this 238

Notes 239

3.5 The integrated plan 240

Introduction 240

During the planning process 242

During the implementation 252

Final thoughts 256

Remember this 257

Notes 258

PART FOUR

Deliver the plan

4.1 Introduction – the ‘A’ of BROP-A 261

Structure and logic for Part 4 263

Note 264

4.2 The role of the board and the board pack 265

Introduction 265

The problem with board meetings 266

The balance and composition of the board 268

Board meeting cadence and the efficiency of board pack

production 276

The effectiveness and quality of board pack content 279

The effectiveness and quality of discussion and decision-making 300

Final thoughts 307

Remember this 308

Notes 308

CONTENTS xiii

4.3 Forums and meetings 310

Introduction 310

Forums 311

Categorizing meetings according to their type 317

What makes a good meeting? 318

Managing your meeting time 325

Final thoughts 326

Remember this 326

Notes 326

4.4 Action management 328

Introduction 328

Why is action management important? 329

The basics of action management 331

COD: An action management framework 333

Final thoughts 345

Remember this 346

Notes 346

4.5 Improving the odds of breakthrough returns 347

Introduction 347

The importance of building momentum 348

The growth journey 349

Sustaining success: some practical advice for you and our younger

selves 354

Our parting advice to a CEO 358

Notes 358

Abbreviations 360

Glossary 361

Bibliography 369

Index 374

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