Chapter
Introduction: Time to rethink
strategy
Part 1 Engagement on a strategic level
01 Introducing the strategic dialogue model:
Step 2: Outside-in: scenarios
Step 3: Inside-out: analysis
Step 6: Operationalization
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?
The searchlight step in the strategic dialogue sequence
05 Step 2: Outside-in: scenarios – what futures do we need to anticipate?
The outside-in step in the strategic dialogue sequence
06 Step 3: Inside-out: analysis – what are our capabilities?
The inside-out step in the strategic dialogue sequence
07 Step 4: Options – what are realistic options?
The options step in the strategic dialogue sequence
08 Step 5: Choice – what is my preferred strategic option?
The choice step in the strategic dialogue sequence
09 Step 6: Operationalization – how do we implement?
The operationalization step in the strategic dialogue sequence
10 Step 7: Execution – how can we realize change?
The execution step in the strategic dialogue sequence
11 Step 8: Monitoring – are we performing on target?
The monitoring step in the strategic dialogue sequence
Part 3 Key strategy models
12 Models for Step 1: Searchlight
Abell’s business definition model
Key market characteristics
13 Models for Step 2: Outside-in: Scenarios
PEST (or PESTLE) analysis model
Competitive analysis: Porter’s five forces model
Customer analysis: Curry’s pyramid
14 Models for Step 3: Inside-out: Analysis
Profitability analysis: DuPont scheme
(Social) network analysis
Value propositions analysis
Kotler’s 4 Ps of marketing
The business model canvas
15 Models for Step 4: Options
Porter’s generic strategies
Treacy and Wiersema’s value disciplines
16 Models for Step 5: Choice
Strategy assessment matrix
17 Models for Step 6: Operationalization
Socially engineered change
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
Part 4 Key engagement methods
20 Methods for the ‘participatory’ characteristic
21 Methods for the ‘creative’ characteristic
Moving values: depicting emotions and visions
Energizers: constructing a tower together
De Bono’s six thinking hats
22 Methods for the ‘analytic’ characteristic
Document research (desk research)
Interviews (with stakeholders)
23 Methods for the ‘decisive’ characteristic
Tokamak (‘nuclear pressure-cooker’)
24 Methods for the ‘committing’ characteristic
Signing up for allocated tasks
Part 5 Applying the strategic dialogue
25 Points of attention when applying the strategic dialogue model
26 Applying the strategic dialogue in specific contexts
External shock or disruption
Differences when compared to the ‘normal’ context
27 Try to avoid the most common pitfalls in a strategy process
The 8 Steps to Strategic Success
：Unleashing the power of engagement
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