Cover -- Title Page -- Copyright page -- What they are saying about Viable Business Strategies -- Acknowledgements -- Table of Contents -- List of Figures -- About the authors -- Foreword to the 1st edition -- Preface -- Content -- This book is mainly meant for the following readers -- Icons in this book -- Notes to the 2nd edition -- Notes to the 3rd edition -- Chapter 1 The philosophy of strategy -- Chapter 2 Thinking about the future -- Chapter 3 Developing strategic options and choices -- Chapter 4 Defining a strategic architecture for the competitive landscape -- Chapter 5 Ensuring a robust business model -- Chapter 6 Strategy execution -- Chapter 7 Facilitating the strategic conversation -- LIST OF FIGURES -- Figure 1.1: The strategic logic of this book -- Figure 1.2: Strategy as landscaping -- Figure 1.3: Strategy as a systemic process -- Figure 1.4: Objects of interest and study for strategy as practice -- Figure 2.1: Identifying opportunities through learning from the past and the future -- Figure 2.2: Domains of the SWOT technique -- Figure 2.3: The desired future state -- Figure 2.4: Scenarios and driving forces -- Figure 2.5: Learning loops -- Figure 2.6: Virtuous learning loops -- Figure 2.7: The dynamics of potential thinking impediments -- Figure 3.1: Positioning Chapter 3 in the strategic logic of this book -- Figure 3.2: Service quality as a strategy to create market space -- Figure 3.3: Market growth and market share. -- Figure 3.4: Strategic positioning -- Figure 3.5: Product-market mix -- Figure 3.6: Portfolio management -- Figure 3.7: Type of strategic change over time -- Figure 3.8: Resources as basis for strategy. -- Figure 3.9: The innovation funnel creates an option on the future -- Figure 3.10: Available innovation techniques -- Figure 4.1: Positioning Chapter 4 in the strategic logic of this book.

Figure 4.2: The strategic architecture of an enterprise -- Figure 4.3: An example of a negative or balancing feedback loop -- Figure 4.4: An example of a reinforcing loop -- Figure 4.5: Core aspirational descriptions and business model -- Figure 4.6: The basic dimensions of a sustainable business model -- Figure 4.7: The external perspective analysis -- Figure 4.8: Porter's five forces model -- Figure 4.9: The Boston Consulting Group matrix -- Figure 4.10: The business model - a systemic view -- Figure 4.11: Tension between vision and current reality -- Figure 4.12: Business participation strategy -- Figure 4.13: Customer selection -- Figure 4.14: Resource strategy -- Figure 4.15: Competitive strategy -- Figure 4.16: Porter's five competitive advantage approaches -- Figure 4.17: Core elements of a value proposition -- Figure 4.18: Sub-elements of a value proposition -- Figure 4.19: The reinforcing characteristics of control points -- Figure 4.20: A profit model -- Figure 4.21: A summary view of a business model -- Figure 4.22: Steps in the iceberg approach -- Figure 5.1: Positioning Chapter 5 in the strategic logic of this book -- Figure 5.2: S-curve characteristics -- Figure 5.3: Limits to success template -- Figure 5.4: Intel's way of managing its growth engines -- Figure 5.5: Building blocks: links -- Figure 5.6: Building blocks: variables -- Figure 5.7: Behaviour over time -- Figure 5.8: Building blocks: diretion -- Figure 5.9: Building blocks: delays -- Figure 5.10: Reinforcing loops -- Figure 5.11: Balancing loops -- Figure 6.1: Positioning Chapter 6 in the strategic logic of this book -- Figure 6.2: Strategy execution as gap-closing activities -- Figure 6.3: Strategy implementation within the strategy learning loop -- Figure 6.4: The strategic planning process cycle -- Figure 6.5: Virtuous 'balanced scorecard' loop.

Figure 6.6: The strategy map is a translation of the strategic architecture -- Figure 6.7: The financial perspective -- Figure 6.8: The customer perspective -- Figure 6.9: The internal processes perspective -- Figure 6.10: The resources perspective -- Figure 6.11: Examples of key elements of a strategy map -- Figure 6.12: Building a strategy map -- Figure 6.13: Hierarchy of plans -- Figure 6.14: Operational planning template for strategy interpretation and translation -- Figure 6.15: Framework for strategy on one page -- Figure 6.16: Shorter strategy execution review cycles -- Figure 6.17: Strategy execution informed by both top-down and bottom-uppers pectives -- Figure 6.18: Theoretical roots of large-group processes -- Figure 6.19: Key elements of a large-group interactive change process -- Figure 6.20: Process cycle of large interactive change processes -- Figure 7.1: Facilitating the strategic conversation -- Figure 7.2: Strategic conversation and strategic development -- LIST OF TABLES -- Table 1.1: Hard strategy work vs. soft strategy work -- Table 1.2: Paradoxes in strategy -- Table 1.3: The classical paradigm -- Table 1.4: The behavioural paradigm -- Table 1.5: The systems paradigm -- Table 1.6: Levels of strategic thinking -- Table 2.1: The SWOT matrix template -- Table 2.2: An information-gathering template -- Table 2.3: A PEST element template -- Table 3.1: Examples of core capabilities -- Table 3.2: Core competencies template -- Table 4.1: Framework for competitive positioning and profitability per segment -- Table 4.2: Framework to categorise customers -- Table 5.1: Trends in business models -- Table 6.1: Identifying strategic measures -- Table 6.2: Measurables of the strategic initiatives -- Table 6.3: Example of an agenda for a large-group event.

Table 6.4: Comparing large-group interactive change processes with general change approaches -- Table 7.1: Too many experts -- Table 7.2: Who's the boss -- Table 7.3: My perspective is not valued -- Table 7.4: Slow or no progress - 'we are stuck' -- Index.