巨人的观点

"the combination of analytical method and mental elasticity that I call strategic thinking."

Strategical planning 就是策劃，Strategical thinking即策略思維就是一種生活方式，而非特別的一時一事。Kenichi觀點比較平衡，他相信成功的業務策略不藉由嚴密的分析，而是特別的心態。此書並非指南或是架構，而是對經典戰略書籍的補充。

"In what I call the mind of the strategist, insight and consequent drive for achievement, often amounting to a sense of mission, fuel a thought process which is basically creative and intuitive rather than rational."

"a place distinctly secondary to creative intuition in the tool kit of the successful strategist."

`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.•´¯`•.¸¸.•´¯`•.•´¯`•.¸ 書分3部分，每部分5到7章Part I - The Art of Strategic Thinking, concentrates on the basics of the mental process. 重要。Chapter 1 - Analysis: The Starting Point, introduces the strategic thinking process, introduces various useful diagrams and flow processes for a more reliable recipe for success:

"the combination of analytical method and mental elasticity that I call strategic thinking."

這句經典Chapters 2 to 6, the author explores the different directions the strategic thinker can pursue in quest of innovative strategies. Chapter 7 is an Executive Summary on how the right mindset for strategic thinking and how to develop the required strategy:

"Strategic thinking in business must break out of the limited scope of vision that entraps deer on the highway.

經典

It must be backed by the daily use of imagination and by constant training in logical thought process. Success must be summoned; it will not come unbidden and unplanned. Top management and its corporate planners cannot base their day-to-day work on blind optimism and apply strategic thinking only when confronted by unexpected obstacles. They must develop the habit of thinking strategically, and must do it as a matter of course. Ideally, they must approach it with real enthusiasm as a stimulating mental exercise."

`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.•´¯`•.¸¸.•´¯`•.•´¯`•.¸ Part II - Building Successful Strategies, Ohmae shifts his focus from process to content. "In the construction of any business strategy, three main players must be taken into account: the corporation itself, the customer, and the competition." 3C is the strategic triangle. (1) "Customer-based strategies are the basis of all strategy. ... There is no doubt that a corporation's foremost concern ought to be the interest of its customers rather than that of its stockholders and other parties. In the long run, the corporation that is genuinely interested in its customers is the one that will be interesting to investors." (2) "Corporate-based strategies are functional. Their aim to maximize the corporation's strenghts relative to the competition in the functional areas that are critical to success in the industry." (3) "Competitor-based strategies can be constructed by looking at possible sources of differentiation in functions ranging from purchasing, design, and engineering to sales and servicing. The main point to remember is that any difference between you and your competitors must be related to one or more of the three elements that jointly determine profit: price, volume, and cost."Chapter 12, discusses corporate strategy which needs to address two issues: First, the integration between the individual business and the total corporation;Second, should there be a corporate strategy that is different from the individual business. `•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.•´¯`•.¸¸.•´¯`•.•´¯`•.¸ Part III – 和之前部分沒太大關係：Modern Strategic Realities discusses the environmental factors influencing strategy thinking and strategy formulation5 economic trends that have an impact on long-term business strategies, strategic thinker needs to take those trends into consideration when shaping strategies. Due to those economic trends, 7 major changes are ongoing in a global perspective. Ohmae discusses those 7 changes in a very interesting chapter 14. In the next chapter, the author discusses the various myths and realities about Japan products and Japanese companies, and discusses the 4 main differences between Japanese and Western companies. This chapter provides some great insights into Japanese strategic and business thinking. Chapter 16, tackles strategic decision making, founders of successful businesses do not simply gamble. Entrepreneurs follow a five-step process for successful, foresighted management decision making: (1) Clear definition of the business domain. (2) Logical hypothesis based on an extrapolation of forces at work in the business environment. (3) Focus on a few strategic options, instead of many, open to the business. (4) The company must pace its strategy and not overreach itself. (5) Management must be prepared to change the basic direction of the business, if conditions demand it. Each of these five steps are discussed in detail. In the final chapter of the book, the author discusses strategy formulation: "... to bring insight to fruition as a successful strategy takes method, mental discipline, and plain hard work." Creativity required for the development of business strategy. 這本書還不錯，看過之後留下點工具。`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.¸¸.•´¯`•.•´¯`•.¸¸.•´¯`•.•´¯`•.¸ ><((((º>

相对而言，是大前研一的书里，水分比较少的一本了。本书讲战略思维，其实就是作为咨询师的思维，也就是思考的一些有章可循的地方。有两个具有可实施性的做法：1 抽象思维的过程意味着先逐项列举，然后按照共同特性分类，然后对每类提出关键问题。如下图： 2 对普遍接受的假设，提出问题，“为什么是这样的呢”