Strategic Thinking: A Four Piece Puzzle

Features

• Cover Type: Paperback with 224 pages
• Published by: Douglas Mountain Publishing March 15, 2004
• Written in: English
• ISBN 10 Number: 1932632131
• ISBN 13 Number: 978-1932632132
• Book Dimensions: 8.9 x 6 x 0.6 inches
• Weighs: 12 ounces

Product Description
Strategy consultant, Bill Birnbaum, shares his lessons learned during 24 years helping management teams develop their business strategy. His anecdotal stories offer important lessons and also an enjoyable read. He offers techniques for(1) Achieving and maintaining focus, (2) Understanding and responding to markets and customers, (3) Leading and motivating people, (4) Managing both projects and processes.

Publisher Description
A business manager recently asked Bill Birnbaum, "Which parts of your new book, ‘Strategic Thinking are most valuable to the reader."

"Thats a tough question," Bill responded, "for the answer very much depends on the requirements of each particular organization." "However," he continued, "there are certain parts of the book which are almost universally applicable."

Bill went on to explain that…

Chapters 1 through 4 deal with the important subject of focus. For while the most successful organizations are tightly focused (on product or service offering, on markets and customers served, or on systems and operations), far too many organizations are unfocused. They unwittingly spend resources chasing far too many opportunities -- and chasing them all at the same time. These first four chapters of the book offer tools and techniques for focusing, thus deriving benefit from concentration of resources.

Chapter 6, "The Opportunity Grid," presents the model which is consistently most popular with clients. In Bills 24 years experience as a strategy consultant, he's found that clients embrace this model more than any other. And for good reason. The Opportunity Gird helps mangers think through -- and visualize -- their specific strategic options. For example, they can easily visualize whether theyd be better off focusing on product / service development, or on market / customer development.

Chapter 12 is another which is almost universally applicable. For it deals with "Building Knowledge in Your Organization." Here in the 21st Century, knowledge is clearly a major determinant of success in any business. The challenge, of course, is to build organizational knowledge. In chapter 12, Bill shows how knowledge builds through three levels -- data, information and understanding. He explains that increasing from one level to the next makes the communication (sharing) of knowledge possible. And he shows that only upon arrival at the final level (understanding), can knowledge be used to develop strategy. Finally, Bill offers 12 proven steps for building knowledge in your organization. For those whove struggled developing their mission statement, Appendix A will be helpful. There, Bill shows a simple technique for developing your mission statement even with many people participating. Also, he clearly differentiates among mission, vision, values and philosophies. Managers whove previously been confused by the definitions of these terms will find comfort in Appendix A.

In Appendix B, Bill suggests "Reinventing the Strategic Planning Process." There, he explains why the traditional strategic planning process is in need of replacement. And he offers a new planning process -- "Strategy 21™" -- a process more appropriate to the realities of our 21st Century.

Reader Reviews
The book offers a refreshing explanation of the most important concepts and techniques in strategic thinking based on what the author terms "a four piece puzzle" made up of focus, process, people and markets. This is a practical no-nonsense book, based on the author's extensive experience and sharp intellect. The book should be required reading for those interested in strategic management, organizational change, the future of business and industry as well as strategy consultants. The stories and examples are right-on, enlightening, useful and very meaningful. This is a unique book which is a significant and welcome advance from the traditional strategic management process. I particularly enjoyed reading about the opportunity grid which helps managers conceptualize and envision their specific strategic options. I also highly appreciated the insight and advice on how to successfully build knowledge in my organization which is key to be successful and competitive in today's highly competitive operating environment. All-in-all, a well written book that is among the good books that you will find on the subject.