Ability
, 9–10, 19, 21, 25, 29, 32, 41, 69, 111, 164, 192, 194, 203
Accountability
, 34–36, 188–189
Agglomerate collectives
, 107
Agreement
, 125
on desired outcomes for key result area
, 128
ideal option
, 126–127
key result areas
, 127
on methods
, 127–128
problem solving
, 126
on quantitative performance expectations
, 128
on risk management and contingencies
, 129
satisfaction ranges
, 128
Alternatives
, 31, 55, 107, 113, 153, 163, 182, 200
Altier change model
, 47–49
Analysis
business
, 74–75
competitive financial
, 76, 188–189
comprehensive driving force
, 85–86
decision
, 129–131
environment
, 80–81
external driving force
, 82–83
financial
, 90–91
functional analysis
, 179
potential problem avoidance
, 147–149, 152–157, 209–210
stakeholder
, 84–85
strategy
, 73–74
SWOT
, 85–88
Anti-bullying program
, 49
Appendix
, 131–133, 174, 181–182
Assessment
, 11, 28
tools
, 30–31
Asset turnover ratio
, 196
Assumptions
, 7–8, 45, 50, 67, 69, 125
Astley and Fombrun model
, 107
Capabilities
, 52, 73, 117, 119
Career advancement
, 61, 65
Case analysis
defined
, 10
executive summary
, 64
external analysis
, 80, 82–83, 85, 130
financial analysis
, 76, 90–91, 188, 190
financial ratios
, 191–192
implementation plan
, 143–157, 173, 208
internal analysis
, 85
oral presentation of
, 200, 202
recommendations
, 50, 77, 109, 110, 177
research
, 63–64
sources
, 182–183
strategic alternatives
, 107, 113, 153, 163, 182, 200
strategic issues
, 121, 125–126
tables
, 180–181
visuals
, 130, 174, 180–181
written report
, 176, 177
Cash/cash equivalent
, 189
Caveats about financial ratios
, 191–192
Centralized decision making
, 17
Change
future
, 48
past
, 48
planned
, 48
unplanned
, 49
Collaborative decision making process
, 124
Commitment
, 17, 45, 152, 173–174, 177, 183
Common size statements
, 189
Communication functions
, 201
Comparisons
levels
, 77, 207
to others
, 10–11, 65, 83
Competencies
, 7, 11–12, 17, 72
core
, 73
distinctive
, 7, 73
Competition
, 5
crafting strategy for
, 54–55
Competitive advantage
, 13, 55–56, 72, 76, 87–88, 101–111, 114, 144, 205
Competitive disadvantage
, 55–56, 87
Competitive financial analysis
, 76, 188–189
Competitive Forces (Porter’s Model)
, 82
Competitive strategy
, 105, 106, 108, 110, 119
Complementary products
, 82
Completed internal facing current reality tree
, 98
Comprehensive driving forces analysis
, 85, 86
Conceptual understanding
, 8
Confederate collectives
, 107
Conjugate collectives
, 107
Construction industry
, 89
Contingencies
, 149
agreement on
, 129
planning
, 156, 210
Contracts
, 88, 89, 118, 120
Corporate strategy
, 105, 110
Correction
, 57, 146, 180, 188
Corrective actions
, 28, 57, 185, 188
cutting cost
, 113, 115
leadership
, 108, 109
relative costs
, 113
Crafting strategy
, 101, 111
for competition and sustainability
, 54–55
Critical questioning
, 45–46
Critical success factors
, 9–10
Critical understanding
, 46
Current, financial terms
, 189
Current reality trees (CRTs)
, 93, 132, 135
completed internal facing current reality tree
, 98
external facing current reality tree components
, 97
internal facing current reality tree
, 97
Customers
, 24
customer-facing functions
, 199
service
, 201
Earnings before interest and taxes (EBIT)
, 193
Earnings per share
, 193–194
Edmondson and Edmondson five questions reflective model
, 46
Edmondson and Munchus model of dissent strategies
, 35
Effective strategy-making process
, 18
Emergent strategy
, 109–110
Emotional intelligence
and assessment tools
, 30–31
developing
, 31–32
Employee Assistance Program (EAP)
, 32
Empowered problem solvers and contributors
, 22–24
Entrepreneurship
, 3, 6, 16
Evaluation
, 56–57, 187–197
Exchanging information
, 176
Executive Order
, 109255, 118
Executive Order
, 11458, 118–119
Executive Order
, 11625, 119
Expectations
, 9–10, 128–129
Experience
, 10, 21, 24, 63, 88, 89, 121–124, 127, 132, 161, 204
External analysis
, 80, 82–83, 85, 130
External driving forces analysis
, 82–83
External environment evaluation
analytical tools
, 80
comprehensive driving force analysis
, 85–86
distribution network
, 79
environmental factors
, 89–91
external driving force analysis
, 82–83
forces driving industry competition and attractiveness
, 83–84
six segment general environment analysis
, 80–81
Skye Construction
, 88–89
stakeholder analysis
, 84–85
SWOT analysis
, 85–88
External facing CRT
, 98–99
External facing current reality tree components
, 97
External stakeholders
, 18
Face-to-face meetings
, 174–176
Facilitator
, 22, 94, 123–124
Failure
, 57, 67, 73, 145, 147, 163
Feedback
, 30, 32–33, 35, 143, 162, 183, 188, 204
Final decision
, 5–6, 17, 133, 136, 138, 143, 179
Financial analysis
, 76
for Syke Construction
, 90–91
Financial objectives
, 103
Financial performance objectives
, 52–54
Financial ratios
activity ratios
, 195
asset turnover ratio
, 196
caveats about
, 191–192
current ratio
, 194–195
debt-to-assets ratio
, 196
debt-to-equity ratio
, 196–197
earnings per share
, 193–194
EBIT
, 193
gross profit margin
, 192
interest coverage ratio
, 197
inventory turnover
, 195–196
key financial ratios for analyzing company’s strengths and weaknesses
, 192
long-term debt to equity ratio
, 197
net profit margin
, 193
operating profit margin
, 193
quick ratio
, 195
ROA
, 194
ROE
, 194
Financial statements
, 190–191
Financial terms, common
, 189–190
Firm(s)
, 15, 18
firm’s intellectual capital
, 121
growth
, 116–117
industry–society relationship
, 79–91
relative strength template
, 207
Flat management structure for small entrepreneurial venture
, 6, 16
Flexibility
, 109–110, 138
Focus
, 25, 50–51, 63, 103, 163, 178
Forces driving industry competition and attractiveness
, 83–84
Functional analysis
, 74, 174, 179,
Functional areas of business analysis
, 74–75
Functional strategy
, 105, 110
Gaining alignment on current problem situation
brainstorming sessions
, 96
CRTs
, 93–94
external facing CRT
, 98–99
findings from Skye Construction
, 96
follow-up meeting
, 97–98
UDEs
, 94–95
Gaining commitment
, 173
citations and sources
, 182–183
face-to-face meetings
, 174–176
meeting content presentation
, 176
relationship between organizational structure and performance
, 183
stakes
, 173
storytelling
, 176–178
supporting functional analysis
, 179
use of appendix and summary handout
, 181–182
use of examples
, 178
visuals tables, charts, graphs, displays, and pictures
, 180–181
web conferencing
, 174
Gathering information with shared goal
benchmark based on strategic groups
, 65
fact checking
, 64–65
handling stakeholder need for confidentiality
, 68–69
pay attention to numbers
, 65–66
primary research
, 63–64
search with shared goal in mind
, 64
thinking
, 66–68
willingness to accept findings
, 69–70
General environment
, 80–81
General Systems Theory
, 71
Global
, 81
factors
, 79
segment
, 81
Goal
, 7, 11, 15–16, 25, 41, 50–51, 53, 64
setting
, 7
Goldratt’s Theory of constraints (TOC)
, 48
Good strategy, criteria for
achieve goals meet objectives
, 50–51
change and innovation
, 47–49
constraints
, 56
crafting strategy for competition and sustainability
, 54–55
evaluation and control
, 56–57
financial and strategic performance objectives
, 52–54
introducing change
, 49–50
leveraging competitive advantage and disadvantage for edge
, 55–56
reactions to change
, 50
resources
, 56
Government
, 18, 42, 63–64, 80, 82, 117, 119–120
Identity
, 29–30, 68, 101, 201
Implementation plan
, 173
or subplan components and responsibility list template
, 208
Implementation planning
, 143–146
avoiding potential problems
, 147–149
legend for
, 149–150
risk management and sticking to plan
, 146–147
Skye construction
, 150–157
strategic management process
, 144
Implementing
, 55, 79, 103, 148, 165, 173, 183, 187–188
Importance
, 15, 47–48, 107, 126, 129, 185
Income
income/profit
, 189
statement
, 190
Individual Contribution Worksheet
, 161–162, 211
Information
gathering
, 68
systems function
, 75
Intelligence
, 63, 69, 125, 177, 204
Interest coverage ratio
, 197
Interlocking directors
, 20
Intermediate decision
, 5–6, 22
Internal analysis
, 72, 94
Internal communications
, 199, 201
Internal environment analysis
competitive financial analysis
, 76
functional areas of business analysis
, 74–75
identifying firm strengths and weaknesses
, 76–77
present strategy analysis
, 73–74
relationship between organizational structure and performance
, 72
strategy–structure relationship theory
, 71–72
Internal facing current reality tree
, 97–99
Internal stakeholders
, 18, 22, 24, 57
Inventory turnover
, 195–196
Malik relation-based, context-specific coaching model
, 34, 36
Managing talent, time, and money
findings from Skye Construction
, 165
implementation plan
, 159–160
setting realistic time expectations
, 162–163
staying within budget
, 164
talent assessment
, 160–162
TCS
, 169–171
testing budget objective
, 171–172
testing plan objectives
, 165
testing talent objective
, 165–166
testing time objective
, 167–169
Meeting content presentation
, 176
Miles and Snow typology of competitive strategy
, 105, 107, 111
Minority business enterprises (MBEs)
, 118
strategy types for
, 120
Minority enterprises
, 119
Minority-owned businesses
, (see Minority business enterprises (MBEs))
Money
, 81, 109, 145, 159, 164, 179
in strategic management process
, 114
Multiple strategic business
hierarchical management structure with
, 16
units
, 17
Myers–Briggs Type Indicator
, 32
Sarbanes–Oxley Act (SOX)
, 20
Satisfaction ranges
, 128, 130–131, 133, 135–136
Secondary source of information
, 63
Secondary stakeholders
, (see External stakeholders)
Securities and Exchange Commission (SEC)
, 191
Self-Deployment Inventory
, 32
Shareholder’s equity
, 190
Shareholders/stockholders
, 190
Single business
structure
, 17
unit
, 6, 16
Six segment general environment analysis
, 80–81
Skill(s)
, 7, 10, 11, 43, 65, 116, 117, 121, 178, 204
fluency
, 8
skill-based contributions quality
, 14
skill–opportunity paradox
, 9
Skye Construction
, 88–89, 150
appendix of eliminated objectives
, 133
decision matrix
, 135–139
financial analysis for
, 90–91
findings from
, 132, 165
implementation plan components and responsibility list
, 151
implementation plan objectives
, 150
implementation plan subcomponents and responsibility list
, 153
Potential Problem Avoidance Analysis
, 152–157
potential problem avoidance analysis-accepted risk
, 154
potential problem avoidance analysis-likely causes of potential problem
, 155
potential problem avoidance analysis–contingency planning for potential problem
, 156
satisfaction scale
, 134
subplans
, 152
weighting objectives
, 133
Small entrepreneurial venture, flat management structure for
, 6, 16
Smart objectives-based progress report for college teams
, 214
Sociocultural segment
, 81
Specific, Measurable, Attainable, Relevant, Timely approach (SMART approach)
, 53, 57, 103, 104
Stakeholder
, 24–26, 41, 82, 200
analysis
, 84–85
group
, 23
handling stakeholder need for confidentiality
, 68–69
and stakeholder power
, 17–19, 20
State-run Minority Supplier Development Councils
, 119
Statement of cash flows
, 190–191
Stockholder’s equity
, 190
Strategic adjustments
, 112–113
Strategic business unit
, 16
Strategic communications
, 199
communication functions
, 201
KISS message
, 202
messaging
, 199–200
process
, 201–202
process mapping and modeling
, 203
strategic management process
, 204–205
thinking strategist
, 204
time communication
, 203
Strategic cost alignment
, 112–113
bad costs, good costs, and best costs
, 114
bankruptcy
, 115–116
money in strategic management process
, 114
selective cuts vs. board cuts
, 115
Strategic groups, benchmark based on
, 65
Strategic incentive
, 109, 119
Strategic management process
, 13, 27, 40, 42, 44, 101, 103, 109, 185, 187, 199, 204–205
Strategic objectives
, 103
Strategic performance objectives
, 52–54
Strategic thinking
, 45, 147
to analyzing situation
, 44–46
Strategy
, 5, 49
accountability
, 188–189
achieving expert status
, 10–11
additional tools
, 197
building links with business schools
, 121–122
business with minority business enterprises
, 118–120
caveats
, 121, 191–192
collective strategy
, 118
common financial terms
, 189–190
content
, 73
context
, 73
contribution
, 12–14
decision-making
, 11–12
decisions
, 5–6
evaluation and control
, 187
expert in
, 8
financial statements
, 190–191
firm growth/diversification
, 116–117
hierarchical management structure with strategic business
, 6
key financial ratios for analyzing company’s strengths and weaknesses
, 192–197
learning from repeated practice
, 10
no immediate change/active waiting option
, 111–112
for overcoming constraints
, 111–112
partnering
, 118–120
process
, 73
professional growth
, 7–8
realistic expectations of success
, 9–10
recording deviations from planned results
, 187–188
requirements for making good decisions
, 14
strategic adjustments
, 112–113
strategic cost alignment
, 113–116
synergistic development
, 116
Strategy-based Six Segment Analysis of General Environment
, 81
Strategy-making process
, 15, 26–28
Board of Directors
, 19–21
empowered problem solvers and contributors
, 22–24
managers
, 21–22
organizational structure and decision making
, 15–17
other stakeholders
, 24–26
stakeholders and stakeholder power
, 17–19, 20
top management
, 21
Strategy–structure relationship theory
, 71–72
competitive financial analysis
, 76
functional areas of business analysis
, 74–75
identifying firm strengths and weaknesses
, 76–77
present strategy analysis
, 73–74
relationship between organizational structure and performance
, 72
Strengths
, 72, 76–77, 86–87
firm internal factor
, 86
personal
, 31
Structured collaborative decision-making process
, 123
Subplan(s)
, 152, 168–169
components and responsibility list template
, 208
Substitute products or services
, 82
Support
, 6, 11, 72, 76, 89, 174, 179
Supporting functional analysis
, 179
Sustainability, crafting strategy for
, 54–55
Sustainable competitive advantage
, 13, 27, 40, 55, 144, 205
Synergistic development
, 116
Table rows, columns, and cells
, 180
Talent
, 159
assessing
, 160–162
objective testing
, 165–166, 211
Team Contribution Worksheet
, 161, 210
Technological segment
, 81
Testing plan objectives
, 160, 165
Theory linking strategy to performance objectives
flexibility and emergent strategy
, 109–110
levels of strategy
, 105, 106, 110
objective-based strategies
, 107–109
relationship between organizational structure and performance
, 104
SMART performance objectives
, 103–104
strategy typologies
, 105–107
Theory of constraints (TOC)
, 48, 93
approach
, 48
questions leading to problem resolution
, 48
Thinking
, 66–68
process
, 203
strategists
, 11, 23, 204
Threats
, 80
in industry
, 80
of substitute products and services
, 82
Time Commitment Schedule (TCS)
, 163, 169–171
Timing
, 8, 57, 159, 160–161
communication
, 203
management
, 159
objective testing
, 167
plan objective test for time
, 167, 212
setting realistic time expectations
, 162–163
subplan
, 168–169
Trust
, 25, 34–35, 37, 64, 67, 121
Turnaround strategist
, 90