The Insight Discipline: Crafting New Marketplace Understanding That Makes A Difference
Do you want to gain more value from the hours you’ve invested in data tracking and analysis? Here’s the way to do it: Learn to delve more deeply into initial findings to gain potent insights that will drive superior performance.
Senior executives continually lament that they are inundated in data and reports but are getting too little high-value insight from all the analyses. This is what author Liam Fahey refers to as the “insight challenge”: the need to transform data into powerful insight that drives superior decision making and wins in the marketplace. At most companies, the insight challenge is causing uncertainty and frustration at many levels:
Executives don’t know what to do to encourage the crafting of insight.
Teams do not possess a shared understanding of what constitutes valuable insight.
Organizations’ cultures emphasize analysis project completion rather than insight contribution.
And, as competitors race ahead, time is being wasted struggling to agree on what analysis is truly important for the business and what is not.
Competitors: Outwitting, Outmaneuvering, Outperforming
To develop and execute a winning strategy, you need a deep understanding of current, emerging and potential competitors. Competitors combines a system for identifying critical competitor data with a series of analytical frameworks to help any analysis team detail and project competitors’ strategies.
Competitors teaches managers how to know their competition as thoroughly as they know their own organization, and how to use that knowledge to outwit, outmaneuver, and outperform rivals.
Learning from the Future: Competitive Foresight Scenarios
Strategy always presumes a view of the future. If the premises about the future prove false, the strategy is destined to fail. In Learning from the Future, Liam Fahey and co-editor Robert M. Randall show you how to use scenarios to craft distinct alternative competitive futures and use them to identify and develop potential strategies. The scenarios then become the means to stress-test any strategy (including the firm’s current strategy). One outcome is the determination of the premises about the future to be monitored so that you can learn from the future before it occurs.
Macroenvironmental Analysis for Strategic Management
In one of the few books dedicated to analysis of the macroenvironment (that is, the political, regulatory, economic, social and technological milieu external to an industry), Liam Fahey and co-author V.K. Narayanan document how to conduct analysis in each of these external domains, how to integrate the analysis outputs across these domains, and how to link the outputs to all phases of strategy development and execution.
The Portable MBA in Strategy
In this book, Liam Fahey and co-editor Robert M. Randall, provide a comprehensive overview of what you should find in an advanced MBA course on strategy. They invited internationally recognized strategy academics and practitioners to contribute chapters on the critical phases in developing and executing strategy.
One unique feature of the book: it details in separate chapters six different but related forms of strategy—business unit, corporate, global, small business, digital, and political. Other chapters provide the analysis frames to turn environmental analysis into strategy alternatives, how to prune and choose among the alternatives to generate a strategy, and how to transform the strategy into the organizational capabilities required to translate the strategy into an action plan likely to succeed in the marketplace.