Strategic Business Transformation: THE 7 DEADLY SINS TO OVERCOME -- Contents -- Preface -- Acknowledgments -- CHAPTER 1: Overview -- Strategy and Strategic Business Transformation -- Why Another Book on Strategy? -- If Dinosaurs Had Strategy Tools, Would They Have Survived? -- Predicting Market Transformation -- What Is Strategic Business Transformation? -- Importance of the Transformation Effect -- Markets in Transformation Are Re-creating Themselves -- Summary and Observations -- Notes -- CHAPTER 2: Strategic Business Transformation: Seven Sins to Overcome -- Ignoring the New Principles of Business Transformation -- Driving without a Cause -- Missing Market Momentum -- Ignoring the Two Orders of Value -- Overlooking Transformational Servant Leadership -- Mistaking Capability for Strategic Competence -- Expecting Flawless Execution without a Performance Platform -- Seven Sins as a Framework for Strategic Business Transformation -- Summary and Observations -- Notes -- CHAPTER 3: Sin #1: Ignoring the New Principles of Business Transformation -- Aligning Transformational Leadership with Corporate Strategy -- Gaining Integrated Strategic Insight with Transformational Leadership -- Linking Strategic Insight with Servant Leadership -- Summary and Observations -- Notes -- CHAPTER 4: Sin #2: Driving without a Cause -- Transformation Needs Momentum, Not Movement -- Death of Mission, Birth of Cause -- Where Do Causes Come From? -- Can an Organization Transform Markets without a Cause? -- Summary and Observations -- Notes -- CHAPTER 5: Sin #3: Missing Market Momentum -- Why Is Momentum in Markets Important? -- Measuring Momentum of Markets and Companies -- What Is Strategic Business Momentum? -- New Customers in Old Clothing -- Summary and Observations -- Notes -- CHAPTER 6: Sin #4: Ignoring the Two Orders of Value -- Low-Order Value.

Symbolic Value Propositions -- Summary and Observations -- Notes -- CHAPTER 7: Sin #5: Overlooking Transformational Servant Leadership -- Increasing Our Choices of Transformational Leaders -- The Era of the Transformational Leader -- What Is Transformational Servant Leadership? -- Are Transformational Servant Leaders Born or Made? -- Conditions That Bring Out Transformational Servant Leaders -- Diary of a Transformational Servant Leader -- Summary and Observations -- Notes -- CHAPTER 8: Sin #6: Mistaking Capability for Strategic Competency -- Strategy as a Portfolio of Competencies -- Identifying, Isolating, and Enabling Core Competencies -- Difference between Recipe (Competency) and Ingredient (Capability) -- Finding the Positive "Aftertaste" for Customers -- Key Capabilities for Transforming Markets -- Summary and Observations -- Notes -- CHAPTER 9: Sin #7: Expecting Flawless Execution without a Performance Platform -- Two Elements of a Performance Platform -- Four Dimensions of Corporate Performance Management -- Educating the Enterprise about Transformation with an Eye to the Dominant Subsystem -- Understanding the Organizational Dominant Subsystem Demands Observations -- People Subsystem -- Technology Subsystem -- Process Subsystem -- Basics of Business Intelligence -- Summary and Observations -- Notes -- CHAPTER 10: Tales of Transformation -- TriQuint Semiconductor -- Starbucks -- Southwest Airlines -- Les Schwab Tires -- Markets in Transformation or Ready for Transformation -- Notes -- Glossary -- Suggested Reading -- About the Author -- Index.