STRATEGIC IQ: CREATING SMARTER CORPORATIONS -- CONTENTS -- PREFACE -- INTRODUCTION -- Why do Successful Companies Fail? -- Inertia - A Fatal Disease -- In Search of Strategic Intelligence -- Smart Strategy -- Smart Structure -- Smart Minds -- The Holistic View -- Notes -- PART ONE: SMART STRATEGY -- Chapter 1.1: The Need for Smart Strategy -- Why Strategy? -- Why Smart Strategy? -- Low Strategic Intelligence -- What is Strategy? -- Moderate Strategic Intelligence -- High Strategic Intelligence -- Notes -- Chapter 1.2: Low Strategic Intelligence -- Level One: The Strategically Blind -- The Blissfully Ignorant -- Let's Pretend -- Strategic Amnesia -- Level Two: Strategic Denial -- Ostriches and Bunnies -- Tactical Traps - The Hamster's Treadmill -- Drivers of Denial -- Circuit City versus Best Buy -- Circuit City's Denial -- Best Buy's Continuous Change -- Preventing Denial -- Level Three: Strategic Incompetence -- Lost in the Dark -- Squabbling -- Outsourcing to Advisors -- Committed -- Dealing with Incompetence -- Summary -- Notes -- Chapter 1.3: What is Strategy? -- External Scope -- Competitive Advantage -- Generic Strategies -- Beyond Static Advantage - Faster and Smarter -- Dynamic Positioning -- Competitive Dynamics - Anticipating Competitors -- Network Effects and Competitive Advantage -- Internal Scope, Assets and Architecture -- Internal Scope -- Assets -- Architecture -- System Causal Logic -- Strategic Scorecard -- The Importance of Relative Cost Position and Relative Customer Value -- Short-Term Profit versus Net Present Value -- Measuring Drivers of Advantage -- Crucial Assumptions -- Extending the Strategic Business Model to Competitors -- Notes -- Chapter 1.4: Moderate Strategic Intelligence -- External Strategic Review -- Global View -- Industry Structure -- Competitive Advantage -- Dynamic Advantage -- Configuring for Advantage.

Competitor Analysis -- Displaying Resolve -- Managing Uncertainty -- Internal Strategic Review -- Assets -- Formal Architecture -- Defining Strategic Options -- Making Strategic Choices -- Criteria -- Decision Processes -- Testing -- Sharing and Declaring -- Strategy Execution and Change -- Old-Co, New-Co and Change-Co -- Making the Change -- Muddling Through -- Outsourcing Change -- Building Capacity for Change -- Strategic Scorecard -- Aligning Rewards -- Rigorous Revision Cycle -- Prepared for Change -- Challenges of Maintaining Competence -- Summary -- Notes -- Chapter 1.5: High Strategic Intelligence -- A Mind-Set of Change -- Creating Problems - Systematically Dissatisfied -- Creating Problems - Creative Destruction -- Breaking the Model, Self-Cannibalizing -- Shaping the Environment to the Firm's Advantage -- Breaking Out - Creativity -- The Problems with Creating Problems -- Smart Vision -- Aspirational -- Inspirational -- Grounded in Advantage -- Articulating a Vision -- Capacity for Change - Distributed Intelligence -- Funding Strategic Innovation -- Thinking and Acting at the Same Time -- Creating an Innovation Machine -- Self-Funding - Make Strategic Change ''Free'' -- Managing the Strategic Innovation Portfolio -- Driven to Strategic Success -- Strategy as Learning -- Perspectives on Leading Highly Intelligent Firms -- Summary -- Notes -- PART TWO: SMART STRUCTURE -- Chapter 2.1: The Need for Smart Structure -- The Stop-Start Cycle of Change -- Smart Structure -- Smart Asset Management -- Formal Architecture - Navigating the Architecture Labyrinth -- Informal Architecture - Leveraging Social Mechanics -- Towards Smarter Structure -- Notes -- Chapter 2.2: Smart Asset Management -- Introduction -- The Nature of Assets -- Accounting for Assets -- Nurturing Strategic Assets -- Trapped by Past Decisions -- Economic Asset Traps.

Financial Reporting Asset Traps -- Emotional Asset Traps -- Playing Asset-Lite - Smart Fashion -- Playing Asset-Flexible -- Working Capital Lite -- Financial Assets -- Human Assets -- Knowledge Assets -- Relationship Assets -- Reputation Assets -- Declaring War on Fixed Costs -- Turning Asset Traps into Opportunities -- Summary -- Notes -- Chapter 2.3: Formal Architecture - Navigating the Architecture Labyrinth -- Introduction -- Roles, Responsibilities and Reporting Relationships - The Three Rs -- The Need for Hierarchy -- The Limits to Hierarchy -- Object-Oriented Architecture -- Centralization versus Decentralization - A False Dichotomy -- Coordination Across SBCs -- The Death of Large Firms? Or a New Business Model? -- Opportunity-Oriented Architecture -- Business Processes -- The Benefits and Costs of Processes -- Overcoming Interrelatedness -- The Payback on Business Process Reengineering -- Focusing Resources for Change -- Human Asset Development -- Becoming a Preferred Employer -- Training in Strategy and Change -- Human Inertia -- Measurement Systems - The Strategic Scorecard -- Reward Systems -- Pay for Strategic Performance -- Pay to Drive Strategic Change -- Communication -- Communicating to Learn -- Communicating to Inspire -- Information Systems -- Designed to Change -- IT for Advantage -- Summary -- Notes -- Chapter 2.4: Informal Architecture - Leveraging Social Mechanics -- Introduction -- Social Mechanics and the Evolution of the Brain -- Small Group Coordination Skills -- Large Group Coordination Skills -- Large Group Coordination Behaviours -- Networking between Large Groups - Intergroup Social Mechanics -- The Formation of Informal Architecture -- Informal Hierarchy -- Informal Processes -- Informal Human Asset Management -- Informal Measures and Rewards -- Informal Communication and Information Systems.

Integrating Across Social Components - From Tribes to Nations -- Aligning the Informal and Formal Organization -- Turbocharging Informal Architecture - The Promise of Social Networking Technology (SNT) -- Progress in Applying SNT -- Summary -- Notes -- Chapter 2.5: Towards Smarter Structure -- Introduction -- Low Structural IQ -- Moderate Structural IQ -- High Structural IQ -- Smarter Asset Management -- Smarter Formal Architecture -- Smarter Informal Architecture -- Notes -- PART THREE: SMART MINDS -- Chapter 3.1: The Need for Smart Minds -- Introduction -- What is a Mind? -- Hiring Smart Minds -- Addressing Basic Human Needs -- Harnessing Insatiable Human Needs -- Notes -- Chapter 3.2: What is a Mind? -- The Evolution of the Brain -- The Reptilian Brain -- The Lesser Mammalian Brain -- The Superior Brain -- Neuroscience and Behavioural Psychology - The Individual Mind -- Basic Needs -- Insatiable Needs -- Neuroscience and Social Psychology - The Collective Mind -- Group Wisdom -- Group Biases -- Group Stupidity -- The Brain as a Learning Machine -- Conscious Processes of Learning -- Blind Expertise -- Unconscious Learning through Metaphor -- Learning through Mimicry -- Learning through Unconscious Mimicry -- Learning through Emotions -- The Learning Conundrum -- Anti-Learning Skills -- Group Learning Disabilities -- Summary -- Notes -- Chapter 3.3: Hiring Smart Minds -- Recruiting Raw Talent -- Selecting for Practical Intelligence -- Encouraging Smarter Behaviour -- Recruiting Senior Executives -- Beware Experience -- Beware Fit -- Seek Diversity -- Learning through Constructive Diversity -- Diversity of Thinking, Not Action -- Summary -- Notes -- Chapter 3.4: Addressing Basic Human Needs -- Introduction -- Basic Human Needs in Business and Society -- Employment -- Commitment to the Core -- Strategic Positioning to Avoid Layoffs.

Alleviating the Pain of Layoffs -- Teamwork -- Rewarding Teams for Change -- Developing Team Skills -- Object-Oriented Architecture -- Rewarding Change-Makers Rather than Positions -- Summary -- Notes -- Chapter 3.5: Harnessing Insatiable Human Needs -- Introduction -- Maslow's Higher Needs -- Learning -- Aligning Learning Needs with Greater Competitive Advantage -- Modifying Learning Behaviours -- Overcoming Blind Expertise and Anti-Learning Skills -- Communicating to Learn -- Listening to Learn -- The Role of Personal Accountability in Learning -- Positive Thinking to Learn -- Creativity to Learn -- Self-Ful.lment - Delivering Our Personal Best -- Mission - Vision and Values -- Vision -- Values -- Teaching -- Teaching Organizations to Learn - Leadership Behaviour -- Summary -- Notes -- BIBLIOGRAPHY -- INDEX.