Jerome Couturier is an associate professor of strategy and management at ESCP Europe. He is the author of several articles, policy papers, book chapters, case studies and papers presented at international management conferences. He is also co-founder and president of 3H Partners

PART I: STRATEGIC KNOW-HOW

Chapter 1 – What is Strategy?

What strategy is - and what it isn’t.

The Key Elements of Strategy

Identifying the Core challenges

Coordinated, creative and sustainable actions

Creating value

Chapter 2 – What is Strategic Thinking?

What is thinking?

What is strategic thinking?

What does it take to think strategically?

The Strategic Mind.

The strategic thinking process.

Chapter 3 - Turning Strategic Thinking into Strategy

The Link Between Learning And Strategic Thinking

How to Maximise Strategic Learning

Chapter 4 – What is Business Strategy?

The importance of Competitive advantage

How do you create Competitive Advantage?

The right ingredients: the sources of competitive advantage

A recipe: the value creating options

PART II: THE STRATEGIC PLANNING PROCESS

Chapter 5 –  Managing the Invisible Hand

What is the invisible hand?

Where does it come from?

How does it become visible?

How can you manage it?

Chapter 6 – Assessing the current situation

Are you in the right place?

Macro Environment Factors

Industry-related Factors

Do you have a competitive Advantage?

Where does superior value creation come from?

Value proposition

Key activities

Resources and competences

Value Network

Organisational culture

Chapter 7 – Identifying the core challenges.

How to identify challenges

How to validate challenges

How to select core challenges - the importance of trade-offs

Defining what success will look like – Strategic Objectives and strategic Guidelines

Chapter 8 – Solving the core challenges

Reducing the complexity of the core challenge

Identifying the key constituents of the core challenge

Understanding the importance of its constituents

Developing potential solutions

Lateral thinking

Solution shop approach

Co-creation workshops

Practical tools for generating solutions

The Blue Ocean Strategy

The 7 degrees of freedom

Selecting the best potential solutions

Timing the initiatives

Chapter 9 -Reducing uncertainty

Experimenting to reduce uncertainty

Phase 1:  Stating the underlying assumptions

Phase 2:  Testing assumptions about Value

Phase 3:  Testing assumptions about growth

Phase 4:  Testing assumptions about sustainability

Ongoing testing and learning

Chapter 10 – Managing Execution

A will to act.

A coordinated approach.

Setting the scene.

Launching and spreading change.

Creating a compelling story.

Using Role Models.

Accelerating the speed of change.

Consolidating change.

Glossary: Key concepts and definitions

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