Strategic Value Creation: Design and Execute a Strategy for Breakthrough Returns

Strategic Value Creation shows how senior business leaders can design and execute a data-driven strategy for their organizations to ensure that value creation is focused on the customer segments most integral to business success. Value creation underpins any successful business and businesses that fail to create unique value for their customers will struggle to survive. This book demonstrates how to recognize when strategy, thinking and actions are flawed, how to correct these and how to devise and implement an effective strategy that unlocks the power of value creation. It provides the practical tools necessary to put strategic theories and frameworks into practice and explains the data needed at every step. Strategic Value Creation shares the powerful 4Ds framework for strategy execution: Diagnose today, Design tomorrow, Draw the plan and Deliver with data. This framework outlines how to use data for diagnosis, analyse value factors for customer segmentation, determine the value factors their customers value the most and ensure differentiation from competitors. It also covers how to track and measure performance against stated objectives and risks, improve board packs, board back commentary and board meeting effectiveness, and capture and categorize actions, ensuring they are managed effectively. Cover Contents About the authors Foreword Preface Acknowledgements Abbreviations PART ONE Introduction 1.1 Introduction to strategic value creation What is strategic value creation? Why businesses struggle with value creation The 4D Framework: Diagnose today, Design tomorrow, Draw the plan and Deliver the plan Our reasons for writing this book How this book will help you Structure of the book Final thoughts Remember this Notes 1.2 Challenges and paradoxes Introduction Seven common challenges on the path to success Seven common paradoxes Final thoughts Remember this Notes 1.3 Core truths, frameworks and communication pillars Introduction The five core truths of strategic value creation The five core frameworks used in strategic value creation The five core communication pillars for strategic value creation Final thoughts Remember this Notes PART TWO Diagnose today and design tomorrow 2.1 What is strategy? Look to the best: the strategy greats Defining strategy Do something different (and be careful about benchmarking) How to be different The Ārahi definition of strategy Structure and logic for Part 2 Notes 2.2 Diagnose today: confront your brutal truth Introduction The value landscape Collecting data to diagnose today Plotting scores on the value landscape Assessing pricing as part of your value proposition Understanding what to prioritize Final thoughts Remember this Notes 2.3 Design tomorrow Introduction Grocery Post Purpose Ambition Challenge Critical value factors Target segments Arranged capabilities Competition Cash generation The Strategy on a Page (SOAP) Final thoughts Remember this Notes PART THREE Draw the plan 3.1 Introducing BROP-A The difference between designing and planning The three levels of planning: strategic, operational and tactical Structure and logic for Part 3 Notes 3.2 The bridges of BROP-A Introduction Building bridges The three bridges of BROP-A Final thoughts Remember this Notes 3.3 Risk taking... and management Introduction The problem with risk management How to be a risk taker Two methods for identifying your most urgent risks Responding to risk using the 3T Framework Final thoughts Remember this Notes 3.4 Objectives: milestones, measures and dependencies Introduction Getting your terminology straight: the difference between goals and objectives Objectives measures and milestones Setting objectives Final thoughts Remember this Notes 3.5 The integrated plan Introduction During the planning process During the implementation Final thoughts Remember this Notes PART FOUR Deliver the plan 4.1 Introduction – the ‘A’ of BROP-A Structure and logic for Part 4 Note 4.2 The role of the board and the board pack Introduction The problem with board meetings The balance and composition of the board Board meeting cadence and the efficiency of board pack production The effectiveness and quality of board pack content The effectiveness and quality of discussion and decision-making Final thoughts Remember this Notes 4.3 Forums and meetings Introduction Forums Categorizing meetings according to their type What makes a good meeting? Managing your meeting time Final thoughts Remember this Notes 4.4 Action management Introduction Why is action management important? The basics of action management COD: An action management framework Final thoughts Remember this Notes 4.5 Improving the odds of breakthrough returns Introduction The importance of building momentum The growth journey Sustaining success: some practical advice for you and our younger selves Our parting advice to a CEO Notes Abbreviations Glossary Bibliography Index