Includes index.

Preface -- Fix : the problems with strategy -- Absence of a shared language : no one's on the same page -- Mistaken identity : a decision making discipline not a retreat -- Outsourcing strategy : don't by-pass sweat equity -- Forgetting about profit : why no vp of profitably -- Mixed up on metrics : when was the answer ever : have more metrics -- Vague latitude : assumed buy-in from boards and employees -- Build a simple system to make big decisions better -- Introduction to the system : what to create, why and how -- Strategic assumptions and implications : connect outside to inside -- Product market capability engine (PMC) : create the economic engine to make big decisions -- Goals and gaps : find and fixate on the few goals that matter -- USE : how to use your strategy to drive results -- Pressure test : six sanity check criteria to evaluate your strategy -- Reinstate root cause : cause is king for sustaining results -- Use it or lose it : using the strategy systems to deliver results -- Check in quarterly : use it or lose it -- Index.

For many organizations, the word strategy conjures up endless ideas, concepts and tools - while the intent is correct, the awful reality is most companies do not have a simple, common definition of strategy or a simple approach to make the big decisions. Too many PowerPoints, not enough one pagers that can be put into practice. The lack of a common approach to strategy frustrates executives, creates conflict where there is none, fast-tracks dubious alternatives, lengthens decision-making and hampers the quality of the decisions that finally emerge. With the pace of change and mountain of data that inundates CEOs and executive teams daily, now more than ever, leaders need to simplify and have a common approach to making decisions that concern the purpose and path of their organization. Strategic thinking cannot be outsourced.