... ACKNOWLEDGMENTS
REINVENTING STRATEGY
Using Strategic Learning to Create and
Sustain Breakthrough Performance
WILLIE PIETERSEN
John Wiley & Sons, Inc.
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he September 20 01 terrorist attacks ... Learning: The After-Action
Review • Strategic Learning 365 Days a Year
CHAPTER 11
Strategic Learning as a Path to Personal Growth 220
Emotional Intelligence •...
... New York, NY
10 158-0 012 , ( 212 ) 850-6 011 , fax ( 212 ) 850-6008, E-Mail: PERMREQ@WILEY.COM.
This publication is designed to provide accurate and authoritative information in regard
to the subject ... Learning: The After-Action
Review • Strategic Learning 365 Days a Year
CHAPTER 11
Strategic Learning as a Path to Personal Growth 220
Emotional Intelligence • The Elements...
... vow to buckle down and devote even more time, energy, and
money to strategic planning.
The Dead End of Strategic Planning 45
Formal
Strategic
Planning
Realized Strategy
Total
Realized
Strategy
Unrealized
Strategy ... ability to do these things
over and over again, without ever stopping. Winning once is not
enough; the real challenge is to create an ongoing cycl...
... focus relentlessly to be successful.
The key to this step is to make a list of all the important things
you need to do to achieve your winning proposition, and then to
pick only the top five as your ... for striving to state your strategic
choices as clearly, specifically, and simply as possible. First, the ef-
fort to do so will force you to clarify your own thinking to...
... customers become empowered by the access to information,
and suppliers sell directly to customers, we’re seeing a shift from
products to services, and from simple services to superservices. To
understand ... labora-
tory and exhibited at the Basel Watch Fair in 19 67. These prototypes
set a new standard for lightness and timekeeping accuracy, and were
considered a signific...
... her to pack her bags and fly to Moscow, where she
would explain her customer service strategy and help Mansfield’s
team refine it for local conditions.
The fun and suspense in trying out a new strategy ... hidden: a brand performance problem that
amounted to $11 2 million, not the $30 million Marco thought. As it
turned out, pricing, Limonata’s original bogeyman, was an insigni...
... distinct customer
benefits of its Pontiac, Chevrolet, Cadillac, and other brands.
But it’s not enough to decide which customers to serve. The key
to success is to understand their needs, and more ... focus relentlessly to be successful.
The key to this step is to make a list of all the important things
you need to do to achieve your winning proposition, and then to
pi...
... = 64%). Add a third element, and
the chance falls to 51 percent; a fourth, and it falls to 41 percent.
Once the number of elements to be imitated reaches 10 , the
14 6 ALIGNING THE ORGANIZATION
TEAMFLY
... innovative manufac-
turer and distributor of cement and other building supplies,
wanted to create a computerized information network to speed up
its deliveries to...