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05979nam a22002177a 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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20220831152109.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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220831b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781119487623 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.4012 |
| Item number |
BRA |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Bradley, Chris |
| 245 ## - TITLE STATEMENT |
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| Title |
Strategy beyond the hockey stick: people, probabilities and big moves to beat the odds |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Name of publisher, distributor, etc. |
John Wiley & Sons, Inc. |
| Place of publication, distribution, etc. |
New Jersey |
| Date of publication, distribution, etc. |
2018 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
ix, 235 p. |
| 365 ## - TRADE PRICE |
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| Price type code |
USD |
| Price amount |
29.95 |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
TABLE OF CONTENTS<br/>Introduction: Welcome to the Strategy Room 1<br/><br/>You are not alone 2<br/><br/>The villain is the social side of strategy 4<br/><br/>Where is the outside view? 6<br/><br/>Making big moves happen 8<br/><br/>The journey ahead of us 9<br/><br/>1. Games in the Strategy Room—and Why People Play Them 13<br/><br/>The social side of strategy, in action 15<br/><br/>The dreaded hockey stick 17<br/><br/>Can we handle the truth? 20<br/><br/>Playing the inside game 21<br/><br/>Send in the guru 22<br/><br/>The wrong problem for human brains 23<br/><br/>The biased mind 25<br/><br/>Now add social dynamics to the mix 27<br/><br/>When the inside view remains unchecked 31<br/><br/>2. Opening the Windows of Your Strategy Room 37<br/><br/>The right yardstick 40<br/><br/>Your business lives on a Power Curve 42<br/><br/>What we see on the map 44<br/><br/>Why you are where you are 49<br/><br/>A fresh perspective with the outside view 53<br/><br/>3. Hockey Stick Dreams, Hairy Back Realities 57<br/><br/>The rise of the hairy back 58<br/><br/>Getting to yes 60<br/><br/>A haircut from finance 60<br/><br/>Bold forecasts 62<br/><br/>Timid plans 68<br/><br/>Corporate peanut butter 70<br/><br/>Shooting for the known 70<br/><br/>Real hockey sticks 72<br/><br/>4. What are the Odds? 75<br/><br/>The knowable probability of success 77<br/><br/>Flight paths of the upwardly mobile 80<br/><br/>A tale of three companies 83<br/><br/>Where are the odds in the strategy room? 85<br/><br/>The push for certainty 87<br/><br/>You are your numbers 89<br/><br/>5. How to Find the Real Hockey Stick 93<br/><br/>What’s different this time? 94<br/><br/>Check the facts 95<br/><br/>The odds that matter: Yours 96<br/><br/>The 10 variables that make the difference 99<br/><br/>Endowment 100<br/><br/>Trends 101<br/><br/>Moves 102<br/><br/>It all matters 103<br/><br/>The mobility dashboard 105<br/><br/>Know the odds 109<br/><br/>Is that all? 110<br/><br/>6. The Writing is on the Wall 115<br/><br/>A very different conversation about strategy 118<br/><br/>Tennis or badminton? 119<br/><br/>Industries are escalators 120<br/><br/>Change your industry or change industries 123<br/><br/>Consider changing locations, too 124<br/><br/>Go micro 125<br/><br/>The need for privileged insights 127<br/><br/>Acting on the writing on the wall 128<br/><br/>The four stages of a disruptive trend 130<br/><br/>Stage one: Signals amid the noise 132<br/><br/>Stage two: Change takes hold 134<br/><br/>Stage three: The inevitable transformation 136<br/><br/>The hardest stage 136<br/><br/>Stage four: Adapting to the new normal 139<br/><br/>7. Making the Right (big) Moves 143<br/><br/>Big moves are essential 146<br/><br/>Corning’s story 150<br/><br/>Programmatic M&A and divestitures 150<br/><br/>Active resource re-allocation 152<br/><br/>To re-allocate, you have to de-allocate 156<br/><br/>Strong capital programs 156<br/><br/>Caution on capex 158<br/><br/>Distinctive productivity improvement 158<br/><br/>Running fast and getting nowhere 159<br/><br/>Differentiation improvement 162<br/><br/>Are you playing to your advantage? 165<br/><br/>Big moves make for good strategy 166<br/><br/>8. Eight Shifts to Unlock Strategy 173<br/><br/>From annual planning ... to strategy as a journey 175<br/><br/>From getting to “yes” ... to debating real alternatives 177<br/><br/>From peanut butter ... to picking your 1-in-10s 181<br/><br/>From approving budgets ... to making big moves 184<br/><br/>From budget inertia ... to liquid resources 188<br/><br/>From sandbagging ... to open risk portfolios 190<br/><br/>From “you are your numbers” ... to a holistic performance view 193<br/><br/>From long-range planning ... to forcing the first step 196<br/><br/>The package deal 198<br/><br/>Epilogue: New Life in the Strategy Room 201<br/><br/>Acknowledgments 205<br/><br/>Appendix 207<br/><br/>About our sample and method 207<br/><br/>A note on economic profi t and total returns to shareholders 209<br/><br/>How the odds look different from the top or bottom 209<br/><br/>Life at the top 211<br/><br/>Life at the bottom 211<br/><br/>Notes 215<br/><br/>Index 227 |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
DESCRIPTION<br/>Beat the odds with a bold strategy from McKinsey & Company<br/><br/>“Every once in a while, a genuinely fresh approach to business strategy appears” – legendary business professor Richard Rumelt, UCLA<br/><br/>McKinsey & Company’s newest, most definitive, and most irreverent book on strategy—which thousands of executives are already using—is a must-read for all C-suite executives looking to create winning corporate strategies.<br/><br/>Strategy Beyond the Hockey Stick is spearheading an empirical revolution in the field of strategy. Based on an extensive analysis of the key factors that drove the long-term performance of thousands of global companies, the book offers a ground-breaking formula that enables you to objectively assess your strategy’s real odds of future success.<br/>"This book is fundamental. The principles laid out here, with compelling data, are a great way around the social pitfalls in strategy development.” — Frans Van Houten, CEO, Royal Philips N.V.<br/><br/>The authors have discovered that over a 10-year period, just 1 in 12 companies manage to jump from the middle tier of corporate performance—where 60% of companies reside, making very little economic profit—to the top quintile where 90% of global economic profit is made. This movement does not happen by magic—it depends on your company’s current position, the trends it faces, and the big moves you make to give it the strongest chance of vaulting over the competition.<br/><br/>This is not another strategy framework. Rather, Strategy Beyond the Hockey Stick shows, through empirical analysis and the experiences of dozens of companies that have successfully made multiple big moves, that to dramatically improve performance, you have to overcome incrementalism and corporate inertia. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Strategic planning |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Management by objectives |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Business planning |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Book |