Librería Portfolio

Integrates strategic management theory and practice using a novel organizing framework
Provides step-by-step implementation instructions for each practical application of a strategic tool
Demonstrates when, why, and how to use an array of strategic analysis tools
Includes cases which have never been published before



Strategy decision making and action used to be off limits to all but the select few at the very top of an organization. It was a largely cerebral activity focused on grand long-terms plans made at annual off-site retreats away from the daily challenges of the business. That is no longer the case.

The current business environment does not wait for companies to slowly adjust in an annual meeting. The relentless pace of change renders today´s long-term future tomorrow´s history. Rapid innovations and ever-increasing complexities limit executives´ ability to make decisions with perfect information. Does this mean strategy is no longer useful, or even feasible? No. Good strategists are needed now more than ever. But today´s high-performing organizations think of strategy differently than in the past. These companies make strategy part of every manager´s role; they strategize continuously and tackle strategic problems through individuals from all parts of the organization.

Strategy in this new, fast-paced world is about diagnosing the diverse array of complex challenges confronting organizations, deciding on novel solutions to address those challenges, and delivering by taking action on those solutions. Including a novel organizational framework and never-before-published application examples, Strategy in 3D helps build these foundational skills and prepares the reader for success as a strategist in the 21st century.



Table of Contents

Chapter 1: Introduction
Part 1: Fundamentals
Chapter 2: Definition and Levels of Strategy
Chapter 3: The Context for Strategic Decision Making
Chapter 4: The 3D´s of Strategy
Part 2: Tools
Chapter 5: A Strategy Toolbox
Chapter 6: STEEP
Chapter 7: 5-Forces
Chapter 8: Competitor Analysis
Chapter 9: VRIO
Chapter 10: Financial Performance Analysis
Chapter 11: SWOT
Chapter 12: Root Cause Analysis
Chapter 13: S-Curve Analysis
Chapter 14: Value Chain Analysis
Chapter 15: Hypothesis Testing
Chapter 16: Segmentation Analysis
Chapter 17: Vertical Integration
Chapter 18: Market Entry Modes
Chapter 19: Business Model Canvas
Chapter 20: Balanced Scorecard
Chapter 21: Conclusion