Strategic Thinking

A practical workbook and accompanying CD-ROM which take the user through logical stages in strategic thinking. The CD-ROM contains worked examples and blank templates.

Sets forth the findings of game theory as a series of basic strategic principles, illustrated with stories of human interaction--in sports, politics, business, and personal life.

There are many strategy books available in the marketplace for today’s student or business professional; most of them view strategy from the 10,000 foot level, while Strategic Thinking looks at this important business topic through a different lens. Written from the perspective of a manager, this book builds on theories of managerial and organizational cognition that have had a powerful influence on many business fields over the last two decades. As other books on business policy and strategy cover a broad range of topics, models, frameworks, and theories, the unique feature of this book is that it covers all this, but also focuses on how managers of business firms understand their business environments, assess and marshal their firms’ resources, and strive for advantage in the competitive marketplace. It examines the economic, structural, and managerial explanations for firm performance. Offering professors and business people who are intrigued by the ideas introduced in Peter Senge’s books ways to apply those ideas and principles in the classroom and in the companies in which they work, the book puts managers front and center.

Bring strategy into your daily work. It's your responsibility as a manager to ensure that your work--and the work of your team--aligns with the overarching objectives of your organization. But when you're faced with competing projects and limited time, it's difficult to keep strategy front of mind. How do you keep your eye on the long term amid a sea of short-term demands? The HBR Guide to Thinking Strategically provides practical advice and tips to help you see the big-picture perspective in every aspect of your daily work, from making decisions to setting team priorities to attacking your own to-do list. You'll learn how to: Understand your organization's strategy Align your team around key objectives Focus on the priorities that matter most Spot trends in your company and in your industry Consider future outcomes when making decisions Manage trade-offs Embrace a leadership mindset

The purpose of proper strategic thinking is to eliminate top-down only communication that leads to the wishful thinking way of organizational strategy. Strategic thinking is necessary at every level of an organization. This book uses actual histories of business successes and failures to illustrate theoretical concepts in strategic thinking.

Get competitive by learning to think strategically.The inability to set good strategy can sink a company¿and a leader¿s career. A recent Wall Street Journal study revealed that the most sought-after executive skill is strategic thinking, but only three out of ten managers have this skill set.Horwath explains the three keys to strategic thinking, breaks them down into simple, attainable skills, and gives you practical tools to apply them every day, providing managers with a clear path to mastery of the three disciplines: 1. Acumen¿generate critical insights through a step-by-step evaluation of your business and its environment2. Allocation¿focus your limited resources through strategic trade-offs 3. Action¿implement a system to guarantee effective execution of strategy at all levels of your organization Based on new research with senior executives from 150 companies and the author¿s experience as a thought-leading strategist, Deep Dive is the first book to focus on the most important level of strategy¿you. Armed with this knowledge and dozens of effective tools, you can become a truly strategic leader for your organization.--Rich Horwath is the president of the Strategic Thinking Institute, a former chief strategy officer, and professor of strategy at the Lake Forest Graduate School of Management. As a thought-leading strategist, he has worked with such giants as Adidas, Amgen, and Pfizer. He is the author of four books and more than fifty articles on strategic thinking and has been profiled in business publications around the world, including Investor¿s Business Daily.

In Learning to Think Strategically, author Julia Sloan presents a previously unexamined account of the relationship between strategic thinking and the learning process involved — taking learning from the academic to the everyday. This book is an original primer on how successful strategists learn to think strategically. This authoritative book traces the history of strategy, differentiates strategic thinking from planning, describes the influence of culture, streamlines the roles of rationality and intuition, and identifies five key attributes for learning to think strategically. Learning to Think Strategically asserts that learning is the critical link to strategic thinking. Learning is a "conversion tool" that can transform thinking strategically into a sustainable competitive advantage.

Duggan shows how strategic intuition lies at the heart of humanity's greatest achievements: the scientific and computer revolutions, women's suffrage, the civil rights movement, modern art and much more.