Chapter summaries to quickly identify how to immediately put this book to work for you
Absence of a shared language?
Why you need to define strategy
FIX: CH. 2
Strategy is a decision-making process
Why a common approach is critical
Don’t by-pass sweat equity
Why not to outsource it to consultants
BUILD: CH. 7
TDG Strategy System
Three – 1 Page tools to set strategy and proactively manage results
BUILD: CH. 8
Strategic Assumptions & Implications: Connecting Outside to Inside
BUILD: CH. 9
PMC Engine: the decision engine
How to develop the most powerful decision making tool for strategy
USE: CH. 13
Reinstate root cause
Why finding cause for both POSITIVE and NEGATIVE gaps in Revenue, Cost and Profit performance will boost you bottom line immediately.
USE: CH. 14
Check in quarterly
How to change quarterly reviews from boring backward looking presentations to forward looking worksessions
Choose your format
free strategy resources
Download these tools to build a better strategy for your company, business unit or team
1: Strategy Process
Don’t have a visible, repeatable process to develop strategy?
2: Criteria to Evaluate Consultants
Need clear and measurable critiera to evaluate outside consultants?
3: RCP Framework
Do your managers and leaders understand and utilize all the levers in the REVENUE-COST=PROFIT equation? – Find out how to builid up this expertise.
4: 4 Dimensions of Indicator
Are you using the right indicators to monitor your business? Are they clearly defined? Use these four dimensions to improve your metrics.
5: STRATEGIC LATITUDE QUESTIONS
Are you asking the right questions to uncover all stakeholder needs your strategy must consider? Use this tool to generate clear requirements.
6: STRATEGIC LATITUDE SAMPLE
Missing Strategic Latitude as a tool for your strategy? Use this sample to evaluate objectives and metrics that you could use for your business?
7: TDG STRATEGY SYSTEM
Do you have the 3 critical tools to drive your business? Download the system to evaluate how you can use these tools in your company.
8: STRATEGIC ASSUMPTIONS
Are your strategy assumptions visible and quantified? Do you link them to the product, market and capability decisions that define your strategy? Use this tool to begin this process and sharpen your performance!
9A: PMC ENGINE SETUP
Do have a 1 page control center to view your business? Determine where to put scarce resources? Highlight where you’re winning and losing? Get the PMC tool to begin a simple and powerful way to make decisions.
9B: PMC SCORING EXAMPLE
Use this tool to understand how to evaluate relative priorities in your PMC engine. It outlines a complete process to score, stratify and color code your Product and Market priorities.
10: PMC GROWTH STRATEGIES?
Is your company evaluating new opportunities for growth? Learn the key growth paths and how to evaluate options.
11: ADVANTAGE – FUTURE CAPABILITIES MATRIX (AFC)
Can you link your product and market choices to customer needs? Do you understand how you should compete in that segment? Are you future capabilities defined? Is the ROIC clear for this strategic option? Find out how to answer these with the AFC Matrix.
12: TEST STRATEGIC OPTIONS
Do have strategic options to pursue – but no clear winner? Are executives debating alternatives rather than evaluating them? Learn the process and the 7 criteria to test strategic options against.
13: +’VE AND -‘VE VARIANCE EVALUATION
Do you why your company is winning (or losing)? Do only look a poor performance areas for revenue, volume, cost and profit? Learn how to find root cause and take action to eliminate or accelerate performance.
14: STRATEGIC VS OPERATIONAL APPRAISAL
Can you easily separate Strategic from Operational Issues? Do you know 3 categories and process all issues fall into? Learn how to maximize your time and resources to work on the most important issues.
15: MARKET INTELLIGENCE MATRIX (MIM)
Do have a structured way to collect the most important market and competitive intelligence? Do you make decisions without consideration external factors? Are your people guessing at why competitors are winning? Get this tool to answer those questions.
16: STRATEGIC RISK ASSESSMENT
Are you consistently capturing and evaluting risk? Do you look at likelihood and impact before taking action? Do you know the avoiding actions you can take to prevent or lessen the risk? Find out how to build a better and simpler risk process for the area you lead.
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Make Your Big Decisions Better!
Tim Lewko’s Making Big Decisions Better is essential reading for managers, business leaders and anyone interested in a framework for decision-making that is thorough, adaptable and highly practical.