Strategic Learning: How to Be Smarter Than Your Competition and Turn Key Insights into Competitive Advantage -- CONTENTS -- ACKNOWLEDGMENTS -- INTRODUCTION -- Part I: What Every Organization Needs to Know about Strategy -- Chapter 1: The Real Job of Strategy -- What Is Strategy? -- What Key Questions Must Strategy Answer for Us? -- Choice-Making in Action -- Strategy and Planning Are Different -- Closing the Doing/Excelling Gap -- Chapter 2: Defining Competitive Advantage: How Much More Value Do You Deliver Than Your Competitors? -- Mind the Gap -- Stretching the Elastic Band -- GM's Race to the Bottom -- Value Leadership through a Winning Proposition -- What's Your Winning Proposition? -- The Moment of Truth -- Part II: Applying Strategic Learning to Create an Adaptive Enterprise -- Chapter 3: Strategic Learning: Four Key Steps, One Cycle -- Do You Have a Robust Method? -- What Were We Thinking? -- The Theory of Natural Selection -- Complexity Theory -- Learning Organizations -- Strategy's New Mission -- The Five Killer Competencies -- The Strategic Learning Cycle -- What We've Learned from Deming -- Building Capability through Deliberate Practice -- Chapter 4: Learn: Using a Situation Analysis to Generate Superior Insights about Your External Environment and Your Own Realities -- The ''Sense and Respond'' Imperative -- Learning through the Situation Analysis -- Analyzing Customer Needs -- Who Are Our Stakeholders and Why Do They Matter? -- Analyzing Competitors -- Interpreting Industry Dynamics -- Taking a Broader View -- Facing Your Own Realities -- Pulling Together the Situation Analysis -- Winning the Battle for Insights -- Doing a Great Situation Analysis: The Rules of Success -- Chapter 5: Focus: Clarifying Your Winning Proposition and Identifying Your Key Priorities -- Making Your Strategic Choices -- The Parmenides Fallacy.

Value Proposition versus Winning Proposition -- Where Does Your Vision Fit In? -- Delivering Superior Profits -- The Three Bottom Lines -- Your Key Priorities -- How the Girl Scouts Did It -- Deciding What Not to Do -- Chapter 6: Align: Mobilizing Your Entire Organization Behind Your Strategy -- Leading a Journey -- The Golden Rules of Successful Execution -- Closing the Gaps -- The Business Ecosystem -- Changing an Organization's Culture -- Avoiding the Values Trap -- Chapter 7: Overcoming Resistance to Change and Driving Momentum -- Dealing with the Sources of Resistance -- The Lessons of the Sigmoid Curve -- The Curse of Success -- Launching the Second Curve -- Maximize Participation -- Generate Short-Term Wins -- Deal Directly with Resisters -- Set a Shining Example -- Chapter 8: Translating Your Strategy into a Compelling Leadership Message -- What Is Leadership? -- Building a Cathedral -- Commander's Intent -- Who Are the Leaders? -- Developing Your Leadership Message -- The Power of Storytelling -- The Need for Repetition -- Chapter 9: Execute: Implementing and Experimenting in the Strategic Learning Cycle -- Learning through Experimentation -- Learning from Others -- Learning from Mistakes -- Experiential Learning: The After-Action Review -- Strategic Learning 365 Days a Year -- Part III: Integrating Strategy and Leadership -- Chapter 10: Leading through a Crisis -- Dealing Successfully with the Unexpected -- Learning Your Way Out of a Crisis -- Building Readiness -- Seizing Opportunities during a Crisis -- The Human Dimension -- Chapter 11: Becoming an Integrated Leader -- The Three Domains of Leadership -- Articulating Your Leadership Credo -- The Quest for Self-Knowledge -- The Lifeline Exercise -- Applying Strategic Learning to Yourself -- Conclusion: The Five CS: Choices, Clarity, Change, Courage, and Compassion -- The Five Cs.

APPENDIX -- NOTES -- INDEX.