Strategic Business Transformation

MOHAN NAIR is Chief Innovation Officer of a health plan in the Northwest/Mountain region. He founded Emerge Inc., a transformation advisory firm, in 1993 and is the former director and president of ABC Technologies Inc. He has authored two books on cost and performance management. In 2009, the Marketing Leadership Council of the Corporate Executive Board highlighted him as a "Marketing Thought Leader."

A solid framework for businesses to create a market-developing strategyBusiness transformation is a key executive management initiative that attempts to align people, process, and technology initiatives of an organization more closely with its business strategy and vision to support and help innovate new business strategies and meet long-term objectives. Strategic Business Transformation reveals how you can predict if your market is transforming, linking and aligning ten key strategic variables under a common strategic dashboard.* Provides a tested framework of this strategic invention and transformation that the author has applied to several companies* Includes case studies of the entrepreneurial and large multi-billion revenue institutions that have used this method-and succeeded* Shows how internal and external factors drive should drive strategic transformationFilled with case studies and practical examples, this book gives readers a proven framework from which to create a transformative business strategy.

Foreword.Preface.Acknowledgments.Chapter 1: Overview.Strategy and Strategic Business Transformation.Why another Book on Strategy?If Dinosaurs had Strategy Tools would they have survived?Predicting Market Transformation.What is Strategic Business Transformation?Importance of the Transformation Effect.Markets in Transformation are Recreating Themselves.Summary and Observations.Notes.Chapter 2: Strategic Business Transformation: Seven Sins to Overcome.Ignoring the New Principles of Business Transformation.Driving without a Cause.Missing Market Momentum.Ignoring the Two Orders of Value.Overlooking Transformational Servant Leadership.Mistaking Capability for Strategic Competence.Expecting Flawless Execution without a Performance Platform.Seven Sins as a Framework for Strategic Business Transformation.Summary and Observations.Notes.Chapter 3: Sin #1: Ignoring the New Principles of Business Transformation.Aligning Transformational Leadership with Corporate Strategy.Gaining Integrated Strategic Insight with Transformational Leadership.Linking Strategic Insight with Servant Leadership.Summary and Observations.Notes.Chapter 4: Sin #2: Driving without a Cause.Transformation Needs Momentum not Movement.Death of Mission; Birth of Cause.Where Do Causes Come from?Can an Organization Transform Markets without a Cause?Summary and Observations.Notes.Chapter 5: Sin #3: Missing Market Momentum.Why is Momentum in Markets Important?Measuring Momentum of Markets and Companies.What is Strategic Business Momentum?New Customers in Old Clothing.Summary and Observations.Notes.Chapter 6: Sin #4: Ignoring the Two Orders of Value.Low-order Value.Symbolic Value Propositions.Summary and ObservationsNotes.Chapter 7: Sin #5: Overlooking Transformational Servant Leadership...Increasing our Choices of Transformational Leaders.The Era of the Transformational Leader.What is Transformational Servant Leadership?Are Transformational Servant Leaders Born or Made?Conditions that Bring out Transformational Servant Leaders.Diary of a Transformational Servant Leader.Summary and Observations.Notes.Chapter 8: Sin #6: Mistaking Capability for Strategic Competency.Strategy as a Portfolio of Competencies.Identifying, Isolating, and Enabling Core Competencies.Difference between Recipe (Competency) and Ingredient (Capability).Finding the Positive "After Taste" for Customers.Key Capabilities for Transforming Markets.Summary and Observations.Notes.Chapter 9: Sin #7: Expecting Flawless Execution without a Performance Platform.Two Elements of a Performance Platform.Four Dimensions of Corporate Performance Management.Educating the Enterprise about Transformation with an Eye to the Dominant Subsystem.Understanding the Organizational Dominant Subsystem Demands Observations.People Subsystem.Technology Subsystem.Process Subsystem.Basics of Business Intelligence.Summary and Observations.Notes.Chapter 10: Tales of Transformation.TriQuint Semiconductor.Starbucks.Southwest Airlines.Les Schwab Tires.Markets in Transformation or Ready for TransformationNotes.Glossary.Suggested Reading.About the Author.Index.