Index
Vickie Cox Edmondson
(University of Georgia, USA)
ISBN: 978-1-80382-562-5, eISBN: 978-1-80382-559-5
Publication date: 5 August 2022
This content is currently only available as a PDF
Citation
Edmondson, V.C. (2022), "Index", The Thinking Strategist: Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems, 2nd Edition, Emerald Publishing Limited, Leeds, pp. 243-250. https://doi.org/10.1108/978-1-80382-559-520222028
Publisher
:Emerald Publishing Limited
Copyright © 2022 Vickie Edmondson
INDEX
Note: Page numbers followed by “n” indicate notes.
Ability
, 21, 53, 117
Accepted risk (AR)
, 157, 161
Accountability
, 34–35, 190–191
Acquisition
, 123
Activist groups
, 15
Activity
, 193
ratios
, 197
Adaptors
, 126
Adventurers
, 126
Agency
, 84
Agency problems
, 84
Agglomerate collectives
, 111
Agreements
, 160
Alternatives
, 53
Amateurs
, 126
Ambiguity
, 43, 216
Amplers
, 126–127
Analysis
, 48, 58
Analyzer strategy
, 110
Anchors
, 125–126
Anti-bullying program
, 49
Appendix, value of
, 210–211
Assessment tools
, 29–30
Assets
, 191
turnover ratio
, 198
Assumptions
, 50, 67, 70
Average stakeholders
, 16
Balance Sheet
, 192
Bankruptcy Code
, 121
Bankruptcy strategy
, 121
Bargaining power
, 84
buyers
, 84, 86
complementor firms
, 84
other stakeholders
, 84, 86
suppliers
, 84, 86
Benchmark
, 65
Board of directors
, 16–17
Bottom Line
, 192
Bottom-up approach
, 73
Brainstorming
, 132–134
sessions
, 96
Brainwriting
, 131–132
Broad strategies
, 65
Budget objective
, 185–186
Business
, 13
functional areas of business analysis
, 76–78
functions
, 77
mission
, 40–41
power
, 15
process
, 37
schools
, 127–128
strategy
, 108–109
C-Suite
, 17–18
Campaign
, 49
Capabilities
, 54, 123, 126
Career advancement
, 14, 61
Case analysis
, 151
defined
, 151
executive summary
, 64
external analysis
, 82
Cash/cash equivalent
, 191
Celebrations
, 217–219
Centralized decision making
, 73
Change
Altier Change Model
, 49
future
, 49
and innovation
, 47–49
introducing
, 49–50
overcoming resistance to
, 50–51
past
, 48
planned
, 48
reactions to
, 50
unplanned
, 67
Citations, value of
, 211–212
Collaboration
, 37
Collaborative decision making
, 131
agreement on issues
, 134–138
brainstorming
, 132–134
brainwriting
, 131–132
decision analysis
, 138–140
decision modes
, 140–141
Skye Construction
, 141–150
Collective strategy
, 124
Commitments
, 217–219
Communication
, 203
Company profile
, 74–75
Comparisons
, 42, 79
Competencies
core
, 35
distinctive
, 7
personal
, 27
Competition
, 105–107
Competitive advantage
, 107–108
Competitive disadvantage
, 87, 107
Competitive financial analysis
, 78–79
Competitive positioning
, 107
Competitive strategy models
, 125
minority owned business
, 124
Complementary products
, 84
Component
, 153
Confederate collectives
, 111
Confidence
, 21
Confidentiality, stakeholder for
, 68–69
Conflict
, 21, 83
Conglomerate merger
, 123
Conjugate collectives
, 110
Consortium
, 124
Constraints
, 56–57, 117
bad costs, good cost, and best costs
, 120
building links with business schools
, 127–128
caveats
, 128–129
changing option
, 117–118
collective strategy
, 124
firm growth/diversification
, 122–123
MBEs
, 124–127
strategic adjustments
, 118–119
strategic cost alignment
, 119–122
strategy types to overcome restraints
, 118
synergistic development
, 122
Consulting
, 128
Contingency planning
, 166–167
Contracts
, 92
Contribution
, 25
Contributors
, 19–20
Control
, 57–58
Copyright
, 114
Corporate strategy
, 108
Correction
, 57, 190
Corrective actions
, 22, 57, 187, 190
Cost
, 113
cutting cost
, 119
fixed
, 119
mixed
, 119
relative costs
, 119
variable
, 119
Cost leadership strategy
, 112
Crafting good strategy
, 53
evaluation and control
, 57–58
financial and strategic performance objectives
, 54–56
performance
, 54
resources and constraints
, 56–57
strategic management process
, 53
Crafting strategy
, 103, 159
Creativity
, 11, 103
Credibility
, 64, 211
Critical questioning
, 44
Critical reading
, 44
Critical reasoning
, 44
Critical thinking
, 43
Critical voicing
, 43–45
Culture
, 35
Current
, 191
ratio
, 196–197
Current Reality Tree (CRT)
, 95–98, 141–142
components of external facing CRT
, 101
developing
, 98–99
follow-up meeting
, 99–100
identifying UDEs
, 98
internal facing
, 100
Skye Construction
, 98
Debriefing
, 48
Debt-to-assets ratio
, 198
Debt-to-equity ratio
, 198–199
Debts/liabilities
, 191
Decentralized decision making
, 73
Decision analysis
, 138–140, 142
Decision makers
, 25, 27, 33
Decision making
, 72–73
dissent in
, 33–34
process
, 29–30
Decision Matrix
, 140
Decision modes
, 140–141
Decisions
, 5
Defender strategy
, 110
Demographic factor
, 81, 83
Department of Health and Human Services
, 7
Depreciation
, 191
Deviations
, 173
identifying and recording deviations from planned results
, 189–190
Differentiation strategy
, 112
Difficulty
, 160
Directives
, 43
DISC Profile
, 30
Disruptive strategy
, 114
Dissent in decision making
, 33–34
Distribution network
, 81
Diversification
, 122–123
Diversity
, 171
Diversity, equity, and inclusion strategies (DEI strategies)
, 171–173
Divestiture
, 119
Dividends
, 191
Documenting contributions
, 173–175
Documents
, 32, 64
Driving Forces (Porter’s Model)
, 86
Earnings Before Interest and Taxes (EBIT)
, 195
Earnings per Share (EPS)
, 195–196
Economic system
, 13, 81
Ecosystems
, 13–14
Emergent strategy
, 114
Emotional intelligence
, 29–30
developing
, 30–31
Employee Assistance Program (EAP)
, 31
Employees
, 19
Empowered problem solvers
, 19–20
Environment
, 63
Environmental analysis
, 71
Environmental factors
, 91–93
Ethics
, 27
Evaluation
, 57–58
Executive summaries
, 17
Expectations
, 9
Expenses
, 191
Experience
, 10, 18, 25
Expert status
, 10–12
External analysis
, 87, 139
External driving forces analysis
, 84–85
External stakeholders
, 15
Face-to-face meetings
, 203–206
Facilitation
, 24
Facilitator
, 23–24
Fact checkers
, 65
Fact checking
, 64–65
Facts
, 68, 207
Failure as component of success
, 154
Fear of failure
, 133
Feedback
, 30, 212
Final decisions
, 5
Finance
, 76–77
Financial analysis
financial ratios
, 193–194
implementation plan
, 169–170
internal analysis
, 74
recommendations
, 50
sources
, 211–212
strategic alternatives
, 53
strategic issues
, 141
tables
, 142, 163
visuals
, 139
written report
, 203, 205
Financial objectives
, 54–56
Financial ratios
caveats about
, 193–194
key financial ratios for analyzing company MS used in strategic MA
, 194
Financial statements
, 192–193
Financial terms
, 191–192
Firm growth
, 122–123
Five Forces Model
, 84
Fixed asset
, 191
Fixed costs
, 119
Flexibility strategy
, 114
Focus strategies
, 21, 53
Forecasting
, 136
Forensics
, 207
Free riding
, 25
Functional analysis
, 76
value of supporting
, 208–209
Functional areas of business analysis
, 76–78
Functional strategy
, 109
General environment
, 82–83
Generally Accepted Accounting Principles (GAAP)
, 193
Givens
, 48
Global factors
, 81
Goal
, 7, 21, 53
Goal setting
, 7
Government
, 14, 123
Gross profit margin
, 194
Group conflict
, 134
GROW Model
, 7
Growth strategy
, 111
Guidelines
, 50
Hindsight
, 136
Historical data
, 136
Horizontal merger
, 123
Hostile takeover
, 123
Human resource development
, 30
Identity
, 28, 69
Image
, 207
Immediate goal
, 54
Implementation plan(ning)
, 153–155, 169
avoiding potential problems
, 160–162
components and responsibility list
, 156–158
DEI strategies
, 171–173
documenting contributions
, 173–175
problem solvers
, 170
risk management
, 159–160
setting realistic time expectations
, 175–176
from Skye Construction
, 155–156, 162–167
from Skye Construction
, 178–181
staying within budget
, 176–177
testing budget objective
, 185–186
testing plan objectives
, 177
testing talent objective
, 181
testing time objective
, 181–184
Time Allocation Schedule
, 184–185
Implementing strategy
, 77
Importance of research
, 32
Income Statement
, 192
Income/profit
, 191
Individual purpose at work
, 28–29
Industry
, 14
Industry competition, forces driving
, 85
Information
, 63
Information gathering
benchmark
, 65
fact checking
, 64–65
good information
, 63
numbers
, 65–66
search with shared goal
, 64
stakeholder for confidentiality
, 68–69
thinking
, 66–68
willingness
, 69–70
Initiative
, 49
Innovation
, 11, 47
Inside directors
, 17
Integrity
, 57
Intellectual capital
, 127
Intellectual property (IP)
, 114
Intelligence
, 63
Interest coverage ratio
, 199
Interlocking directors
, 17
Intermediate decisions
, 5
Internal analysis
, 74
Internal stakeholders
, 15
Intuition
, 63, 131
Inventory turnover
, 197
Joint decision making
, 73
Joint venture
, 124
Judgment
accountability
, 34–35
assessment tools
, 29–30
developing better judgment
, 31–32
developing emotional intelligence
, 30–31
dissent in decision making
, 33–34
emotional intelligence
, 29–30
ethics
, 27
individual purpose at work
, 28–29
Malik coaching model
, 35
research
, 32
Just in time communication
, 217
KISS approach
, 216
Knowledge
, 10–11
Leadership
, 24
change and innovation
, 47–49
competencies
, 7
introducing change
, 49–50
overcoming resistance to change
, 50–51
reactions to change
, 50
Leading in Energy and Environmental Design projects (LEED projects)
, 91
Learning
organizational
, 58, 65, 151, 187
personal
, 31
Legal
, 81–82
Leverage
, 193
ratios
, 198
Leveraging
, 107–108
Licensing arrangement
, 124
Liquidation
, 119
Liquidity
, 193
ratios
, 196
Listening
, 68
Long-term debt to equity ratio
, 199
Loss
, 191
Malik coaching model
, 35
Managers
, 18–19
Managing
, 169–186
Margins
, 192
Meeting content
, 206
Merger
, 123
Messaging
, 213–214
Michelson 20MM Foundation
, 114
Miles and Snow Typology of Competitive Strategy
, 109, 110–111
Minority business enterprises (MBEs)
, 124–127
Minority-owned businesses (see Minority business enterprises (MBEs))
Mission statement
, 42, 91
Mixed costs
, 119
Money
, 13, 20–21, 48, 169
Myers-Briggs Type Indicator
, 30
National Minority Supplier Development Council
, 125
Necessity clause
, 97–98
Negotiating
, 51
Net Earnings
, 192
Net Profit
, 192
Net profit margin
, 195
Net Worth
, 192
Networking
, 128
No-cost strategy
, 177
No-immediate change strategy
, 117–118
Numbers
, 65–66
Objective
, 5, 22
Objective testing
, 181
Objective-based strategies
, 111–114
Observing strategic decision making
, 7
One-on-one executive coaching
, 31
Operating profit margin
, 195
Opportunities
, 7
industry factor
, 96
personal
, 27
Organic collectives
, 111
Organizational blasting
, 33
Organizational communication
, 33
Organizational ethics
, 27–28
Organizational learning
, 151
Organizational rumbling
, 33
Organizational silence
, 33
Organizational structure
, 72–73
Outcomes
, 19, 137
Outsourcing
, 154
Overarching organizational goal
, 53, 115
Owner’s Equity
, 192
Participation
, 25
Participator
, 24
Patent
, 114, 191
Perception
, 21, 28, 107
Performance
, 54
Performance objectives
, 54–56, 105
competition
, 105–107
competitive advantage
, 107–108
flexibility and emergent strategy
, 114
IP
, 114
levels of strategy
, 108–109
objective-based strategies
, 111–114
Skye Construction
, 115
strategy typologies
, 109–111
sustainability
, 105–107
Personal ethics
, 27
Personality
, 30
PESTEL analysis (see Six segment general environment analysis)
Phase-by-phase process
, 22–23
Pizza place
, 41
Plan objectives
, 177
Planning
, 50, 73
Policy
, 43
Political
, 81–83
Porter’s approach to industry analysis
, 84
Potential problem avoidance analysis
, 160, 164–167
accepted risk
, 163
Potential problems
, 140, 163
Power
, 14, 33
Powerful stakeholders
, 16
Predicting
, 136
Presence
, 14
Present strategy analysis
, 75–76
Presentations
, 51, 127
Presenting
, 140, 207
Preventive actions
, 161, 164
Price
, 113
Price, product, promotion, and place (four P’s)
, 208
Pricing
, 194
Primary objectives of corporate strategies
, 111
Primary stakeholders (see Internal stakeholders)
Priorities
, 202
Problem solving
, 11, 14, 132, 217
Problems
, 39
business mission
, 40–41
critical voicing
, 43–45
requirements for
, 39
strategic thinking
, 43
strategic vision
, 41–42
unsolved problems
, 40
Procedure
, 50
Process mapping and modeling
, 216–217
Profit
, 84
strategy
, 129, 194
Profitability
, 193
ratios
, 194
Program
, 49
Prospector strategy
, 110
Public Company Accounting Reform and Investor Protection Act (see Sarbanes-Oxley Act)
Quality
, 7, 119
Questioning
, 156
Quick ratio
, 197
Ramifications
, 177
Ranking factor approach
, 135
Rapport
, 21
Reactor strategy
, 110
Reading
, 3
Recommendation
, 50
Recursive 3-×-3 writing process
, 202
Reduction strategies
, 119
Reengineering
, 119
Reflection
, 9
Relationship building
, 113
Reporting
, 18, 102
Reports
, 14
documents
, 64
organizational structure
, 18
Reputation
, 35, 55
Research process
, 32
Residual probability
, 162
Resource-based view
, 113
Resources
, 56–57
Responsibility list
, 156–158
Restructuring
, 119
Retrenchment strategy
, 111
Return on Assets (ROA)
, 196
Return on Equity (ROE)
, 55, 196
Revenue generating strategies
, 192
Rightsizing
, 119
Risk
, 159
management
, 159–160
respond to
, 159
Rivalry
, 84, 86
S.M.A.R.T. Performance Objectives approach
, 55–56, 115
Sarbanes-Oxley Act
, 16–17
Satisfaction ranges
, 137, 139–140, 143
Satisficers
, 16
Scenario planning
, 136
Scholars
, 13
Secondary stakeholders (see External stakeholders)
Self-assessment
, 11, 175
Self-Deployment Inventory (SDI)
, 30
Shareholders
, 192
equity
, 192
Silence
, 33
Six Segment General Environment Analysis
, 82–83
Skills
, 7, 11, 123
Skye Construction
, 90–91, 98, 115, 141–150
implementation planning from
, 155–156, 162–167, 178–181
Satisfaction Scale
, 144
Slogan
, 91
Society
, 171–172
Sociocultural
, 81–83
Sources, value of
, 211–212
Stakeholders
, 14–16
for confidentiality
, 68–69
power
, 14–16, 85–87
Stakes
, 201
Standards
, 27
Statement of Cash Flows
, 192
STEEP analysis (see Six segment general environment analysis)
Stockholders
, 192
equity
, 192
Storytelling, value of
, 206–208
Strategic adjustments
, 118–119
Strategic alliance
, 124
Strategic communications
, 213
celebrations and commitments
, 217–219
communication functions
, 215
just in time communication
, 217
KISS approach
, 216
messaging
, 213–214
process
, 215
process mapping and modeling
, 216–217
Strategic cost alignment
, 119–122
Strategic fit
, 57, 131
Strategic groups
, 65
Strategic management process
, 12
Strategic objectives
, 55
Strategic thinking
, 43
Strategic vision
, 41–42
Strategy
, 5
accountability
, 190–191
activity ratios
, 197
additional tools
, 199
asset turnover ratio
, 198
caveats about financial ratios
, 193–194
content
, 75
context
, 75
current ratio
, 196–197
debt-to-assets ratio
, 198
debt-to-equity ratio
, 198–199
Department of Health and Human Services
, 7
EBIT
, 195
EPS
, 195–196
evaluation and control
, 189
expert in
, 8–9
expert status
, 10–12
financial statements
, 192–193
financial terms
, 191–192
flat management structure
, 6
gross profit margin
, 194
hierarchical management structure
, 6
identifying and recording deviations from planned results
, 189–190
implications of diversity, equity, and inclusion
, 171–173
interest coverage ratio
, 199
inventory turnover
, 197
key financial ratios for analyzing company MS used in strategic MA
, 194
learning from repeated practice
, 9–10
levels of
, 108–109
leverage ratios
, 198
liquidity ratios
, 196
long-term debt to equity ratio
, 199
making process
, 15
net profit margin
, 195
operating profit margin
, 195
process
, 75
quick ratio
, 197
realistic expectations of success
, 9
ROA
, 196
ROE
, 196
skill–opportunity paradox
, 8
strategic decision making
, 7
strategic management process
, 12
typologies
, 109–111
Strategy making process
board of directors
, 16–17
common team roles
, 23
conflict
, 21
ecosystems
, 13–14
empowered problem solvers and contributors
, 19–20
facilitation
, 24
good contribution
, 25
industry
, 14
internal stakeholders
, 20
managers
, 18–19
stakeholder power
, 14–16
stakeholders
, 14–16
top management
, 17–18
Strategy–structure relationship
analyzing internal situation
, 74
company profile
, 74–75
competitive financial analysis
, 78–79
decision making
, 72–73
functional areas of business analysis
, 76–78
organizational structure
, 72–73
present strategy analysis
, 75–76
strategy–structure–performance relationship
, 72
theory
, 71
Strengths
, 78
StrengthsFinder
, 30
Structured collaborative decision making process
, 131
Subsidy
, 119
Substitute products or services
, 84
Success
, 3
Sufficiency clause
, 97–98
Summary handouts, value of
, 210–211
Support
, 12, 20
Sustainability
, 105–107
Sustainable competitive advantage
, 107
SWOT Analysis
, 82, 87–90
Synergistic development
, 122
Tables
, 155
Talent needs
, 170–171
Talent objective
, 181
Teams
, 23–24, 106
Technology
, 56
Theory of Constraints (TOC)
, 47, 95
Threats
, 14
in industry
, 5
of substitute products and services
, 84
Time Allocation Schedule (TAC)
, 176, 184–185
Time objective
, 181–184
Timing
, 171
Toolbox
, 12
Top management
, 5, 17–18
Top-down approach
, 73
Trade secret
, 114
Trademarks
, 114, 191
Transparency
, 64
Trust
, 21, 33, 128
Truth
, 207
Turnaround strategist
, 92
Turnaround strategy
, 111
Uncertainty
, 43
Understanding
, 8, 14
Undesirable effects (UDEs)
, 96
identifying
, 98
list of
, 99
requirements for analyzing
, 97
Unmatched strength of resource
, 113
Urgency
, 33
US Securities and Exchange Commission (SEC)
, 193
Value chain
, 124
Values
, 139
Variable costs
, 119
Vault
, 61
Vertical merger
, 123
Virtual meetings
, 203–206
Vision statements
, 42, 91
Visual representations, value of
, 209–210
Visuals
, 139
Voice
, 25
Vulnerable stakeholders
, 16
Weaknesses
, 30, 78
Web conferencing
, 203
Willingness
, 69–70
Worth
, 113
Written communications
, 202–203
- Prelims
- PART ONE: SETTING EXPECTATIONS
- Section A: See Yourself at the Top
- 1. What is Strategy and Why is it Important to Anyone not at the Top?
- 2. The Process, the Players, and the Stakes
- 3. The Art of Judgment
- Section B: Business Acumen
- 4. Problem not Currently Solved
- 5. Leadership and Dealing with Change
- 6. Criteria for Crafting a Good Strategy
- PART TWO: THE VAULT
- Section A: Taking Stock
- 1. Gathering Information with a Shared Goal in Mind
- 2. What Does a Company’s Internal Environment Reveal About the Strategy–Structure Relationship?
- 3. Evaluating A Company’s External Environment, the Firm–Industry–Society Relationship
- 4. Gaining Alignment on What is Happening and Why
- Section B: Crafting Strategy for Competitive Advantage
- 5. Theory Linking Strategy to Performance Objectives
- 6. Strategies for Overcoming Constraints
- 7. Collaborative Decision Making
- Section C: Organizational Learning Through Strategy Implementation
- 8. Linking Implementation to Plan Objectives
- 9. Managing Talent, Time, and Money
- Section D: Assessing Progress and Reporting Impact
- 10. Strategy Evaluation and Control
- 11. The Art of Gaining Commitment by Raising the Stakes
- 12. Strategic Communications
- Appendix
- References
- Glossary
- Index