Abstract
The aim of strategy—sustainable competitive impact—sounds simple. But it is not. This chapter lays the groundwork for strategic thinking, from developing a different mindset to ensuring a focus on creating and maintaining a high-performance organization. Outlining a holistic, flexible approach to strategic planning, the chapter provides the basic processes that will allow organizations to embrace uncertainty, balancing short-term incremental changes with longer-term transformational initiatives.
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Notes
- 1.
See Christensen (2007) for a discussion of how disruptive technologies typically enter a market at a cheaper price point and lower quality than the established brands, leading the entrenched interests to proclaim: our customers won’t want such products … until they do.
- 2.
For a history of strategic business planning, see McKinsey (2000).
- 3.
For how to establish and maintain trust, see Covey (2005).
- 4.
For further detail on these steps, see Russo and Schoemaker (2002).
- 5.
For example, the experiments of Dr. Solomon Asch in the 1950s on groupthink .
- 6.
For details on Novo Nordisk’s triple bottom line, see Novo Nordisk (2015).
- 7.
For details on Whole Foods’ core value of sustainability, see Whole Foods (2015).
- 8.
From private conversation with Dr. Mario Moussa , Wharton School.
- 9.
For more information on the Mayo Clinic and the impact of its core value , see Berry and Seltman (2008).
- 10.
For an excellent discussion of how to handle eliminating resources, personnel, see Mishra et al. (2009).
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Austin, J., Bentkover, J., Chait, L. (2016). Building Blocks for Strategic Planning. In: Austin, J., Bentkover, J., Chait, L. (eds) Leading Strategic Change in an Era of Healthcare Transformation. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-30776-3_3
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