Full topic contents

I Strategic Analysis

I.1 Customer Analysis

I.1.a Customer jobs

Emotional branding

The full product

Understanding strategic trade-offs

I.1.b Segmentation: “How to” Guide

I.2 Company Analysis

Internal value chain – disaggregating

I.2.a Financial analysis

True current profitability (ABC)

By business, product, customer, channel

Cost of complexity

Cash generation and usage

Profit tree “How to” Guide

Historic value creation

I.2.b Source of competitive advantage “How to” Guide


Cause and effect tree

Activity Map

I.2.c Current Strategic Position

Product/Market Matrix “How to” Guide

BCG Matrix “How to” Guide

GE/McKinsey Matrix

I.2.d Current mental model/assumptions

I.2.e Describing current strategy

Strategic triangle

I.2.f Top current strategic issues

I.3 Competitive Analysis – Tools/Frameworks

Price/Value curve

Competitive positioning map


Competitive asymmetries “How to” Guide

Competitive positioning map

Market share map

Market share trend

What is their strategy?

What bets are they making on the future?

I.4 Industry Analysis

I.4.a Boundary of the industry

Value chain

Value web/ecosystems


I.4.b Industry structure

Porters 5 Forces  “How to” Guide

Barriers to entry

Barriers to exit

SCP model

Monopoly vs Perfect Competition

I.4.c Key industry concepts

Industry Lifecycle

Value disciplines

Product Leadership

Customer Intimacy

Operational Excellence

Types of innovation

Economies of scale

Diseconomies of scale

Experience curve

Industry Profit Pool

Common models

Multi-sided markets

Razor/blade model

Long tail


Key Success Factors

I.4.d Industry issues

I.5 Seeing the Future

I.5.a Trends

Technology, regulation, demographics, macroeconomics, resources (PEST)

Impact/probability matrix

Extrapolating customer jobs

Unsustainable positions

Natural end-states

Prioritising – impact/probability

Trends, bets and inflections

What bets are being placed on the future?

I.5.b Changes in the basis of competition

Changes in customer needs

Changes in competitive value proposition

I.5.c Scenario planning “How to” Guide

II Crafting Strategy

II.1 Generating Alternative Strategies (Tools to generate alternative strategies “How to” Guide)

Driving Force

“What If?” cards

Competitive asymmetries

36 Stratagems

Profit Zones

Analogies database

Growth Avenues

Ansoff matrix

Vertical integration

Brand stretch

New ventures

Alternative business models

Creating a “platform”

Market Entry

Bowling pins

“Chicken and Egg” strategy problems

Network effect

Barriers to adoption

II.2 Principles of Competitive strategy

II.2.a Attacking and defending

Using asymettries


Concentration of force

Disruptive innovation


Lines in the sand

Stop them at the beach

“Good” vs “Bad” competitors

II.2.b Game theory

Prisoners dilemma

“Tit-for-Tat plus forgiveness”



Competitive reputation

Decision trees

II.2.c Time-based competition


First mover advantage

Speed to market

II.2.d Blue Ocean strategies

Strategic innovation

Disruptive vs sustaining innovation (new game)

II.3 Evaluating alternatives

II.4 Describing our strategy

II.4.a Our Diagnosis

II.4.b How are we going to win?

Strategy triangle

Our future Product/Market strategy

Our future Value Proposition

Our future Competitive Advantage

Our vision


Vision, Mission and Values

Big Hairy Audacious Goals (BHAG)

Strategic intent

II.4.c What actions will we need to take?

III Executing Strategy

III.1 Identifying strategic initiatives

III.1.a Mapping changes required

III.1.b  Make vs Buy assessment Should we Build/Buy/Partner/JV/Acquire? “How-To Guide”

III.1.c The Boundary of our organisation




Core and context

III.1.d Organisation structure

7S Framework

III.1.e  Systems and IT infrastructure

III.1.f  Culture

III.2 Setting up strategic initiatives

III.2.a Initiative portfolio


Time horizon

Mix of different types

III.2.b Focusing resources

A corporate spring clean

“Stop doing” list

III.2.c Initiative planning

How-To Guide – 12 methodologies – see consultingtoolkit site


Picking the leader and team

Giving the right brief

Allocating and ringfencing resources



III.3 Aligning our organisation

III.3.a Link to People and Budget processes

Including strategic initiatives in the budget

Setting targets

Product/market targets

Financial targets

Strategic Risk assessment

Including strategic initiatives in the people processes

Functional “strategic” plans

III.3.b Catalytic mechanisms

III.3.c Communicating strategy

III.3.d Change management

8 step change process


Stakeholder maps

Change Board

IV Monitoring Execution

IV.1 Strategic leadership

Cognitive biases

“Fair” process

IV.2 Measuring strategic progress

Tests/pilots of key assumptions

Initiative Monitoring process

Balanced scorecard

IV.3 Tracking the environment

Competitive Intelligence

Scenario milestones

IV.4 Leading the strategic thinking process

IV.3.a Cultures that encourage strategic thinking




IV.3.b Conducting reviews and workshops

Strategy diagnostic


Strategy Reviews

Strategy Workshops

IV.3.c The strategy cycle and plan

Your strategic thinking group

Strategic plans

Entrepreneurial approach to strategy

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