Preface vii
The Authors xi
1. Demise of Strategic Planning and Its Dynamic Replacement 1
2. Lessons from Experience 17
3. Lessons from Strategy Knowledge 31
4. Building a Strategic System 43
5. Making a Strategic Assessment 57
6. Crafting a Strategic Statement 67
7. Using Guided Involvement 97
8. Leading, Changing, and Following-Up in Real Time 119
9. Facilitating Real-Time Strategy: A New Role for Consultants 137
10. Real-Time Issues FAQ 153
11. Last Words on Underlying Themes 163
Appendix A: Coast Yellow Pages--A Research Case Study 169
Appendix B: Gamma Bank--A Research Case Study 185
Appendix C: Petrofuels Energy--A Research Case Study 193
Appendix D: Johnson & Johnson Statement of Strategic Direction 211
References 213
Index 221

Praise for Dynamic Strategy-Making "e;An astonishingly timely, hopeful, and important book that recasts and freshly imagines strategy-making and integrates theory with practice in the field of strategic management. A must-read for all those who want to learn more about the future of strategy practice and become more skillful at it."e; WARREN BENNIS, Distinguished Professor of Business, University of Southern California; and coauthor, Transparency "e;This is one of the most valuable resources ever created for strategists and leaders in organizations. It uniquely combines concepts of leadership and organization with strategy content and implementation in a pragmatic and integrated approach that makes tremendous sense for our times. With concrete cases, it provides a clear road map for those who want and need to do a better job of formulating and implementing strategy."e; DAVID A. NADLER, vice chairman, Marsh & McLennan Companies; senior partner, Oliver Wyman-Delta Organization and Leadership; and author, Building Better Boards and Competing By Design "e;The authors correctly focus on the new dynamic of 24/7 competition and change and the need for organizations to be fast, fluid, and flexible. It is a must-read for managers of tomorrow and offers a number of practical insights and lessons on how to proceed with strategy execution that can be readily adopted in any organization. It is a call to action that few can afford to ignore."e; MANJIT SINGH, chairman, Sony Entertainment Television, India; and former CEO, Compete Inc., High Circle, Future Step, and Korn/Ferry International