Strategic Learning: How To Be Smarter Than Your Competition And Turn Key Insights Into Competitive Advantage9780470540695 下载 pdf 电子版 epub 免费 txt 2025

　　How to use Strategic Learning to rapidly respond to change and

gain a sustainable advantage over your competitors What's even

harder than creating a breakthrough strategy? Making it stick. As

companies are fighting to survive in a tough economy, this new book

by Willie Pietersen demonstrates the power of the Strategic

Learning process, a four-step dynamic cycle guaranteed to create

and sustain winning performance. Adopted by a wide range of

corporations and not-for-profit organizations, the Strategic

Learning process builds on eight years of practicing, adapting and

honing the original concepts Pietersen first introduced in

"Reinventing Strategy "to explain how organizations can generate

superior insights about their customers and competitors, craft a

Winning Proposition, focus on a vital few key priorities, create

buy-in throughout the organization and achieve success - again and

again. Teaches organizations to make smarter decisions that help

them win customers and earn superior profits Explains how to

instill a culture of openness, learning, and courage that can face

and respond to the constantly changing business environment Is a

tool that can benefit leaders at all levels, in organizations both

large and small, global and domestic, for-profit and not-for-profit

Author Willie Pietersen, a former president of Tropicana and

Seagram USA, is a professor of management at Columbia Business

School, and the author of "Reinventing Strategy, "from Wiley

"Strategic Learning "shows you how your business or nonprofit

organization can develop better, more effective strategies for

long-term competitive advantage.

ACKNOWLEDGMENTS. INTRODUCTION. The New Competitive Context.

Winning in the New Environment. Reinventing Strategy with Strategic

Learning. Why This Book? Getting to Excelling.

PART I WHAT EVERY ORGANIZATION NEEDS TO KNOW ABOUT

STRATEGY.

CHAPTER 1 The Real Job of Strategy. What Is Strategy? What Key

Questions Must Strategy Answer for Us? Choice-Making in Action.

Strategy and Planning Are Different. Closing the Doing/Excelling

Gap.

CHAPTER 2 Defining Competitive Advantage: How Much More Value Do

You Deliver Than Your Competitors? Mind the Gap. Stretching the

Elastic Band. GM's Race to the Bottom. Value Leadership through a

Winning Proposition. What's Your Winning Proposition? The Moment of

Truth.

PART II APPLYING STRATEGIC LEARNING TO CREATE AN ADAPTIVE

ENTERPRISE.

CHAPTER 3 Strategic Learning: Four Key Steps, One Cycle. Do You

Have a Robust Method? What Were We Thinking? The Theory of Natural

Selection. Complexity Theory. Learning Organizations. Strategy's

New Mission. The Five Killer Competencies. The Strategic Learning

Cycle. What We've Learned from Deming. Building Capability through

Deliberate Practice.

CHAPTER 4 Learn: Using a Situation Analysis to Generate Superior.

Insights about Your External Environment and Your Own Realities.

The "Sense and Respond" Imperative. Learning through the Situation

Analysis. Analyzing Customer Needs. Who Are Our Stakeholders and

Why Do They Matter? Analyzing Competitors. Interpreting Industry

Dynamics. Taking a Broader View. Facing Your Own Realities. Pulling

Together the Situation Analysis. Winning the Battle for Insights.

Doing a Great Situation Analysis: The Rules of Success.

CHAPTER 5 Focus: Clarifying Your Winning Proposition and

Identifying Your Key Priorities. Making Your Strategic Choices. The

Parmenides Fallacy. Value Proposition versus Winning Proposition.

Where Does Your Vision Fit In? Delivering Superior Profits. The

Three Bottom Lines. Your Key Priorities. How the Girl Scouts Did

It. Deciding What Not to Do.

CHAPTER 6 Align: Mobilizing Your Entire Organization behind Your

Strategy. Leading a Journey. The Golden Rules of Successful

Execution. Closing the Gaps. The Business Ecosystem. Changing an

Organization's Culture. Avoiding the Values Trap.

CHAPTER 7 Overcoming Resistance to Change and Driving Momentum.

Dealing with the Sources of Resistance. The Lessons of the Sigmoid

Curve. The Curse of Success. Launching the Second Curve.

Maximize

PARTicipation. Generate Short-Term Wins. Deal Directly with

Resisters. Set a Shining Example.

CHAPTER 8 Translating Your Strategy into a Compelling Leadership

Message. What Is Leadership? Building a Cathedral. Commander's

Intent. Who Are the Leaders? Developing Your Leadership Message.

The Power of Storytelling. The Need for Repetition.

CHAPTER 9 Execute: Implementing and Experimenting in the Strategic

Learning Cycle. Learning through Experimentation. Learning from

Others. Learning from Mistakes. Experiential Learning: The

After-Action Review. Strategic Learning 365 Days a Year.

PART III INTEGRATING STRATEGY AND LEADERSHIP.

CHAPTER 10 Leading through a Crisis. Dealing Successfully with the

Unexpected. Learning Your Way Out of a Crisis. Building Readiness.

Seizing Opportunities during a Crisis. The Human Dimension.

CHAPTER 11 Becoming an Integrated Leader. The Three Domains of

Leadership. Articulating Your Leadership Credo. The Quest for

Self-Knowledge. The Lifeline Exercise. Applying Strategic Learning

to Yourself. CONCLUSION. The 5 Cs: Choices, Clarity, Change,

Courage, and Compassion. The Five Cs. APPENDIX. NOTES. INDEX.

　　Willie Pietersen was raised in South Africa and received a

Rhodes Scholarship to Oxford University. After practicing law, he

embarked on an international business career, serving as the CEO of

multibillion-dollar businesses such as Lever Foods, Seagram USA,

Tropicana, and Sterling Winthrop's Consumer Health Group. Since

1998, Pietersen has been Professor of the Practice of Management at

the Columbia University Business School. He has served as teacher

and advisor to many global companies, including Boeing, Deloitte,

DePuy, Ericsson, ExxonMobil, Novartis, SAP, and the Girl Scouts of

the USA. He is the author of Reinventing Strategy, which is widely

used by organizations as a guide to the creation of winning

strategies, and has been translated into Spanish and Chinese. For

more information about the application of Strategic Learning, visit

www.williampietersen.com.

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：Strategic Learning: How To Be Smarter Than Your Competition And Turn Key Insights Into Competitive Advantage9780470540695在线阅读

在线听书地址：Strategic Learning: How To Be Smarter Than Your Competition And Turn Key Insights Into Competitive Advantage9780470540695在线收听

在线购买地址：Strategic Learning: How To Be Smarter Than Your Competition And Turn Key Insights Into Competitive Advantage9780470540695在线购买

暂无原文赏析，正在全力查找中！

书籍介绍

How to use Strategic Learning to rapidly respond to change and gain a sustainable advantage over your competitors What's even harder than creating a breakthrough strategy? Making it stick. As companies are fighting to survive in a tough economy, this new book by Willie Pietersen demonstrates the power of the Strategic Learning process, a four-step dynamic cycle guaranteed to create and sustain winning performance. Adopted by a wide range of corporations and not-for-profit organizations, the Strategic Learning process builds on eight years of practicing, adapting and honing the original concepts Pietersen first introduced in "Reinventing Strategy "to explain how organizations can generate superior insights about their customers and competitors, craft a Winning Proposition, focus on a vital few key priorities, create buy-in throughout the organization and achieve success - again and again. Teaches organizations to make smarter decisions that help them win customers and earn superior profits Explains how to instill a culture of openness, learning, and courage that can face and respond to the constantly changing business environment Is a tool that can benefit leaders at all levels, in organizations both large and small, global and domestic, for-profit and not-for-profit Author Willie Pietersen, a former president of Tropicana and Seagram USA, is a professor of management at Columbia Business School, and the author of "Reinventing Strategy, "from Wiley "Strategic Learning "shows you how your business or nonprofit organization can develop better, more effective strategies for long-term competitive advantage.

• 作者：夜未央 发布时间：2017-07-08 12:30:18

  初中时候很喜欢的一部漫画，那个时候经常从同学那里扒过小人书看，非常喜欢

• 作者：喊你啥 发布时间：2022-03-17 16:49:02

  感受大师的别样风采，天赋与生俱来，但后天的努力成就了巴菲特，做事先做人，从巴菲特身上看到了人性的闪光点。

• 作者：颓废的毛驴 发布时间：2021-05-23 12:50:03

  道理古人早就告诉我们了，可知行之间的距离，我们这么多年也没有走到。

• 作者：lalala83 发布时间：2021-12-30 18:16:05

  东拼西凑，也可能就是在讲例子让读者能现练吧

• 作者：曾小孽 发布时间：2022-02-01 16:46:26

  人生如朝露，何久自苦如此。

• 作者：erinwangmeng 发布时间：2016-05-22 11:38:12

  深刻的心理学书籍，易懂的哲学书籍。如果学者们对于自己的领域都有这样的研究态度，学术就可以变成艺术。

• 附注塞不下的短评

  作者：· 发布时间：2021-12-25 19:36:00

• 阙如 初记

  作者：秋瓠广黄檗居室 发布时间：2020-05-16 22:01:35

  茜色一染初置酒

  孤雁奋鸣却换茶

  庚子吉日霓昙见瑞棠棣初晓为却暑沸且籍慰为试草无调歌惜止存惠残阙只片笑笑且叹叹 辱书难胜定常套路尚惟与式非为调又为其苟苛惘志故不拟题

  今日闲入书店 知其常备中华书局 中国古典文学基本丛书 虽自文選起 不以为闲业就漫 覆重旧积已识史学 校雠 少就不从史序之法 惜于此目今所业 阙善 另就散观 见得 谢朓集校注 一观 着力阅注 虽有憾处 如疏证 然今校本少有兴此 会注亦有不尽者 何况单疏 亦多足备于出典 可略观 惟叹校注业艰 临时起意 谢朓 之名稍疏略久 不妨猜试一二 随拈一葉 观其文风 俊丽秀逸 工骈好格 善陈禅笔 时可介南北朝前后 且异世独不用艳藻 又清秀婉々 恐为南朝习气 不论从仕南北文业 当有此习气 且化用山水 不止白描 更生化用 自非凡笔 观解题 知为五世纪中半前后生人 妄身枉躯 喜不自胜 后甚出掷卷 好不得意 逐定俟后当观其书 以为有缘 时弗知素重版本为几何 观后且尚无校据 功业无进 也叹叹

  忆林文月尊阁著 山水与古典 所及南北朝山水诗 喜提 谢灵运 制作 或与 谢朓 近 复检此书 知同为陈郡谢氏 及创作研讨 此书堪用 是为二喜

  又 昔略观同朝成立 同为集部之

  玉臺朗詠集

  文選

  虽三著各有系统 且立三著今传今人翻刻校本比于版本 可知上二著亦可用

  上二集 均为晚出刻本 皆有监本

  独谢朓集是为单疏子部

  三著同一本文互有异文 今校本所据成立底本年代互异 可互校互补 考证足本 版本流变 可互取补

  惜监本或有改订 又佚又仿 等所 虽刻本工善 也不能通理于本文 是所功之业 亦叹流变保存 殊多难阻 逢遇知恩 是为二喜