Contents -- List of figures -- Foreword -- About the authors -- Introduction: Time to rethink strategy -- Part 1 Engagement on a strategic level -- 01 Introducing the strategic dialogue model: -- Step 1: Searchlight -- Step 2: Outside-in: scenarios -- Step 3: Inside-out: analysis -- Step 4: Options -- Step 5: Choice -- Step 6: Operationalization -- Step 7: Execution -- Step 8: Monitoring -- 02 The five characteristics of the strategy process with the strategic dialogue model -- 03 Introducing the DuSoleil case study -- Part 2 The 8 steps to strategic success revealed -- 04 Step 1: Searchlight - what do we aspire to? -- Objective and results -- Scope and content -- Recommended models -- The process -- Characteristics -- The people involved -- The searchlight step in the strategic dialogue sequence -- Dos and don'ts -- 05 Step 2: Outside-in: scenarios - what futures do we need to anticipate? -- Objective and results -- Scope and content -- Recommended models -- The process -- Characteristics -- The people involved -- The outside-in step in the strategic dialogue sequence -- Dos and don'ts -- 06 Step 3: Inside-out: analysis - what are our capabilities? -- Objective and results -- Scope and content -- Recommended models -- The process -- Characteristics -- The people involved -- The inside-out step in the strategic dialogue sequence -- Dos and don'ts -- 07 Step 4: Options - what are realistic options? -- Objective and results -- Scope and content -- Recommended models -- The process -- Characteristics -- The people involved -- The options step in the strategic dialogue sequence -- Dos and don'ts -- 08 Step 5: Choice - what is my preferred strategic option? -- Objective and results -- Scope and content -- Recommended models -- The process -- Characteristics -- The people involved -- The choice step in the strategic dialogue sequence -- Dos and don'ts.

09 Step 6: Operationalization - how do we implement? -- Objective and results -- Scope and content -- Recommended models -- The process -- Characteristics -- The people involved -- The operationalization step in the strategic dialogue sequence -- Dos and don'ts -- 10 Step 7: Execution - how can we realize change? -- Objective and results -- Scope and content -- Recommended models -- The process -- Characteristics -- The people involved -- The execution step in the strategic dialogue sequence -- Dos and don'ts -- 11 Step 8: Monitoring - are we performing on target? -- Objective and results -- Scope and content -- Recommended models -- The process -- Characteristics -- The people involved -- The monitoring step in the strategic dialogue sequence -- Dos and don'ts -- Part 3 Key strategy models -- 12 Models for Step 1: Searchlight -- Strategy 3.0 -- BHAG -- Abell's business definition model -- Key market characteristics -- 13 Models for Step 2: Outside-in: Scenarios -- PEST (or PESTLE) analysis model -- Stakeholder analysis -- Competitive analysis: Porter's five forces model -- Customer analysis: Curry's pyramid -- Scenario planning -- 14 Models for Step 3: Inside-out: Analysis -- Profitability analysis: DuPont scheme -- Financial ratio analysis -- (Social) network analysis -- Value propositions analysis -- Core competences -- Kotler's 4 Ps of marketing -- The business model canvas -- 15 Models for Step 4: Options -- SWOT analysis -- Porter's generic strategies -- Treacy and Wiersema's value disciplines -- 16 Models for Step 5: Choice -- Strategy assessment matrix -- Risk-reward analysis -- MABA analysis -- 17 Models for Step 6: Operationalization -- The 7-S framework -- Project management -- Socially engineered change -- Change quadrants model -- Change communication model -- 18 Models for Step 7: Execution -- Stakeholder management model.

Kotter's eight phases of change -- The seven forces for effective change model -- 19 Models for Step 8: Monitoring -- The PDCA (or Deming) cycle -- The EFQM model -- The balanced scorecard -- Part 4 Key engagement methods -- 20 Methods for the 'participatory' characteristic -- The e-Boardroom -- Crowdsourcing -- Buzzing -- Forming subgroups -- Brown paper session -- 21 Methods for the 'creative' characteristic -- Moving values: depicting emotions and visions -- Energizers: constructing a tower together -- Futuring -- Reverse thinking -- De Bono's six thinking hats -- 22 Methods for the 'analytic' characteristic -- Document research (desk research) -- Interviews (with stakeholders) -- House of Commons debate -- Benchmarking -- 23 Methods for the 'decisive' characteristic -- Metaplan -- Tokamak ('nuclear pressure-cooker') -- Voting with your feet -- Pyramid discussion -- 24 Methods for the 'committing' characteristic -- Signing up for allocated tasks -- Simulations -- Elevator pitch -- Part 5 Applying the strategic dialogue -- 25 Points of attention when applying the strategic dialogue model -- 26 Applying the strategic dialogue in specific contexts -- Restructuring -- External shock or disruption -- Merger or acquisition -- Differences when compared to the 'normal' context -- 27 Try to avoid the most common pitfalls in a strategy process -- References -- Index.