Strategic Business Transformation The 7

A solid framework for businesses to create a market-developing strategyBusiness transformation is a key executive management initiative that attempts to align people, process, and technology initiatives of an organization more closely with its business strategy and vision to support and help innovate new business strategies and meet long-term objectives. Strategic Business Transformation reveals how you can predict if your market is transforming, linking and aligning ten key strategic variables under a common strategic dashboard. Provides a tested framework of this strategic invention and transformation that the author has applied to several companies Includes case studies of the entrepreneurial and large multi-billion revenue institutions that have used this method and succeeded Shows how internal and external factors drive should drive strategic transformationFilled with case studies and practical examples, this book gives readers a proven framework from which to create a transformative business strategy.

Mohan Nair is Chief Innovation Officer of a health plan in the Northwest/Mountain region. He founded Emerge Inc., a transformation advisory firm, in 1993 and is the former director and president of ABC Technologies Inc. He has authored two books on cost and performance management. In 2009, the Marketing Leadership Council of the Corporate Executive Board highlighted him as a "Marketing Thought Leader."

Preface	p. xi
Acknowledgments	p. xvii
Overview	p. 1
Strategy and Strategic Business Transformation	p. 2
Why Another Book on Strategy?	p. 4
If Dinosaurs Had.Strategy Tools, Would They Have Survived?	p. 5
Predicting Market Transformation	p. 7
What Is Strategic Busines's'transformation?	p. 12
Importance of the Transformation Effect	p. 15
Markets in Transformation Are Re-creating Themselves	p. 16
Summary and Observations	p. 17
Notes	p. 17
Strategic Business Transformation: Seven Sins to Overcome	p. 19
Ignoring the New Principles of Business Transformation	p. 22
Driving without a Cause	p. 23
Missing Market Momentum	p. 24
Ignoring the Two Orders of Value	p. 24
Overlooking Transformational Servant Leadership	p. 26
Mistaking Capability for Strategic Competence	p. 27
Expecting Flawless Execution without a Performance Platform	p. 28
Seven Sins as a Framework for Strategic Business Transformation	p. 29
Summary and Observations	p. 29
Notes	p. 30
Sin #1: Ignoring the New Principles of Business Transformation	p. 33
Aligning Transformational Leadership with Corporate Strategy	p. 34
Gaining Integrated Strategic Insight with Transformational Leadership	p. 36
Linking Strategic insight with Servant Leadership	p. 43
Summary and Observations	p. 45
Notes	p. 45
Sin #2: Driving without a Cause	p. 47
Transformation Needs Momentum, Not Movement	p. 48
Death of Mission; Birth of Cause	p. 49
Where Do Causes Come From?	p. 53
Can an Organization Transform Markets without a Cause?	p. 54
Summary and Observations	p. 55
Notes	p. 56
Sin #3: Missing Market Momentum	p. 57
Why Is Momentum in Markets Important?	p. 58
Measuring Momentum of Markets and Companies	p. 58
What Is Strategic Business Momentum?	p. 59
New Customers in Old Clothing	p. 67
Summary and Observations	p. 72
Notes	p. 73
Sin #4: Ignoring the Two Orders of Value	p. 75
Low-Order Value	p. 78
Symbolic Value Propositions	p. 81
Summary and Observations	p. 83
Notes	p. 84
Sin #5: Overlooking Transformational Servant Leadership	p. 85
Increasing Our Choices of Transformational Leaders	p. 88
The Era of the Transformational Leader	p. 90
What Is Transformational Servant Leadership	p. 94
Are Transformatior al Servant Leaders Born or Made?	p. 103
Conditions That Bring Out Transformational Servant Leaders	p. 105
Diary of a Transformational Servant Leader	p. 115
Summary and Observations	p. 117
Notes	p. 118
Sin #6: Mistaking Capability, if or Strategic Competency	p. 119
Strategy as a Portfolio of Competencies	p. 120
Identifying, Isolating, and Enabling Core Competencies	p. 120
Difference between Recipe (Competency) and Ingredient (Capability)	p. 122
Finding the Positive "Aftertaste" for Customers	p. 123
Key Capabilities for Transforming Markets	p. 125
Summary and Observations	p. 142
Notes	p. 143
Sin #7: Expecting Flawless Execution without a Performance Platform	p. 145
Two Elements of a Performance Platform	p. 146
Four Dimensions of, Corporate Performance Management	p. 146
Educating the Enterprise about Transformation with an Eye to the Dominant Subsystem	p. 149
Understanding the Organizational Dominant Subsystem Demands Observations	p. 151
People Subsystem	p. 152
Technology Subsystem	p. 157
Process Subsystem	p. 158
Basics of Business Intelligence	p. 159
Summary and Observations	p. 177
Notes	p. 180
Tales of Transformation	p. 183
TriQuint Semiconductor	p. 183
Starbucks	p. 184
Southwest Airlines	p. 186
Les Schwab Tires	p. 189
Markets in Transformation or Ready for Transformation	p. 191
Notes	p. 196
Glossary	p. 199
Suggested Reading	p. 205
About the Author	p. 209
Index	p. 211
Table of Contents provided by Ingram. All Rights Reserved.

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Strategic Business Transformation The 7 Deadly Sins to Overcome

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