Questions and Answers of Strategy In Practice

critically reflect on the process underlying strategic analysis;its purpose and role in sense making and the generation of insight;
introduce a typology consisting of a hierarchy of frameworks of strategic analysis based on high-level and supporting-level frameworks of analysis;
describe the roles of high-level and supporting-level frameworks of analysis;
propose a simple step-by-step approach to conducting an insight-driven strategic analysis;
review and discuss the limitations of strategic analysis.
examine the purpose and role of high-level strategic analysis in strategic sense making;
introduce two high-level frameworks of strategic analysis –the value proposition and unique competing space frameworks – and discuss their application toward generating strategically relevant
examine how these high-level frameworks can guide the overall strategic process through aggregation and integration of a number of individual approaches, models and frameworks;
close with a final analysis framework, the opportunityresponse framework, which addresses the “when?” question related to strategic scheduling.
elaborate on the nature, role and application of supportinglevel frameworks of strategic analysis in the context of sense making;
differentiate between supporting frameworks of analysis that probe and seek to provide insight on the firm’s external competitive environment and those that focus on the firm-internal context;
introduce some key supporting-level frameworks related to external and internal analysis;
review and discuss the limitations of strategic analysis.
examine how strategic analysis leads to a reconstructed“bigger picture” and then to the formation of strategic options;
explore some simple mechanisms for strategy formation leading to the formulation of strategic options that relate to configurations of organizations determined by their maturity and dynamics of
examine three approaches for evaluating and scrutinizing the options derived for suitability on the basis of systematic frameworks.
examine strategic thinking and insight-driven strategy from two practice perspectives:a. a perspective set against the backdrop of complexity, uncertainty and multiple possible futures,b. an
explore the implications of these perspectives in the context of how strategy is formulated and enacted in practice;
examine strategy as a pretext for action and the creation of meaning in organizations;
revisit the notion of organizational configuration introduced in the previous chapter and examine the implications of an organization’s predisposition for how its strategy plays out in practice;
conclude with a reflection on the purpose and implications of strategic thinking for strategy in practice.
derive practical guiding questions for reflecting on the dynamics and their strategic implications at the boundaries of the firm’s unique competing space
provide templates for summarizing the analyses at the three boundaries
extend this analysis to examine interdependencies between the firm’s strategic boundaries and their strategic implications
derive a practical approach for mapping the firm’s strategy on the basis of an analysis of its relevant strategy building blocks
extend the strategy mapping outcome to include an accompanying narrative that seeks to articulate the firm’s strategy
provide guidance on deriving an appropriate “three-minute elevator pitch” that captures and expresses the essence of the firm’s strategy “in a nutshell”.

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