Corporate Strategy (Remastered) II A Fieldbook Implementing High Performance Strategy and Leadership

Since the onset of the Fourth Industrial Revolution numerous corporations have found that traditional ?strategic planning? is ineffectual in responding to, or capitalising on, unforeseen or unexpected change. In recognition of this and associated symptoms of inertia, bankruptcy or worse, this fieldbook was written for the purpose of guiding strategy practitioners through their intended or unintended journey into the future by providing meaningful strategy practices that enable responses to disruption and more importantly, better strategy practices overall. With a focus on strategy practice (?doing? strategy), this book represents a ?how-to? of Third Wave Strategy as defined in detail in the introductory book Corporate Strategy (Remastered) I.

In addition to a description of methods that contribute to the philosophy of Third Wave Strategy, readers will witness the experiences of a virtual illustrative company that is travailing the same journey of organisational transformation and renewal that the methodologies described in this book also seek to address. The overall value of the book, therefore, is its ability to relate theory to practice in a factual and experiential format.

A key part of the use of the virtual case study based on the illustrative Third Wave Industries (T-wI) Corporation is the blending of the system and process mechanisms that are a part of Third Wave Strategy and its framework, the strategy tools and techniques that are drawn from new and existing strategy practice and the soft issues that are represented by the human responses to change, as well as the management of change enacted in a corporate environment.

Introduction

What to do when you can’t be what you can’t see

Concept of Corporate Strategy (Remastered)

How to use this book

Workshop case study: Third-wave Industries (T-wI), Security Printing and Packaging Division (SPPD)

Fundamental component of Third Wave Strategy: sponsive strategic change

1 Concept of Corporate Strategy (Remastered)

Chapter overview

Learning insights

Work plan phase 1: establish details of Long Term Strategy

Introduction: Concept of Corporate Strategy (Remastered)

Transforming T-wI, SPPD: a need to reframe, transform and renew

System and process: construct of the Third Wave Strategy framework

Element 1: expressions of Purpose, Mission, Vision and Long Term Strategy

Long Term Strategy

Cognition and organisational change: an assessment of the human aspects of Third Wave Strategy

Stakeholder Engagement: communicating, motivating and organising for high performance

Formal strategy practice: open strategy practice at the level of a profession

2 Articulating Long Term Strategy

Chapter overview

Learning insights

Work plan phase 2: establish details of Long Term Strategy

Introduction: fundamentals of Long Term Strategy

Integrated Value System

Core elements of the Strategic Architecture

Articulating Long Term Strategy at T-wI, SPPD

3 Reinventing Strategic Planning

Chapter overview

Learning insights

Work plan phase 3: reinventing Strategic Planning: Strategy Evaluation

Introduction: the notion of Strategy Evaluation

Redefining Long Term Strategy at T-wI, SPPD

Strategy Evaluation, Shaping: enabling structured and unstructured strategic thinking

Strategy Evaluation, Reviewing: assessing the value and effectiveness of strategy

Evolving a Strategy Narrative and redefined journey of transformation at SPPD

4 Implementing Third Wave Strategy

Chapter overview

Learning insights

Work plan phase 4: implementing Third Wave Strategy

Introduction: implementing a Program of Continual Strategy Renewal at PSD – Health

Implementing a Program of Continual Strategy Renewal

5 Strategic Alignment

Chapter overview

Learning insights

Work plan phase 5: Strategic Alignment

Introduction: addressing issues of Strategic Alignment

Evolving a reconciliation of Strategic Alignment

Managing the dichotomies of strategy in practice and at T-wI, PSD – Health

Revisiting the optimisation of Strategic Alignment at PSD – Health

6 Future strategy practice

Chapter overview

Learning insights

Work plan phase 6: Strategic Alignment

Introduction: future strategy practice

Open strategy practice in play

Open strategy practice at PSD – Health

Conduct of a pilot open and Green Shoot Strategy program

Next steps

Paul Hunter (DBA) is Founder and CEO of the Strategic Management Institute and past partner at PwC. He works on a global stage consulting and teaching. He is also the author of The Seven Inconvenient Truths of Business Strategy (2014) and a chapter contributor in Corporate Universities: Drivers of the Learning Organization (Rademakers, 2014).