Preface and Acknowledgments -- Part I The Trajectory: Sharpening the Strategic Focus -- 1. The Realm of Strategy -- Place of Strategy in Shaping and Guiding a Company -- Social Responsibility and Strategy -- From Concept to Practice -- 2. Strategic Direction of a Business-Unit -- Focus on Business-Units -- 3. Four Vital Parts in a Business-Unit Strategy -- Coping with Uncertainty -- Portfolio Strategy for a Diversified Corporation -- Business-Unit Versus Corporate Strategy -- Portfolio Design -- Major Moves to Attain Desired Portfolio -- From Concept to Practice -- 4. Corporate Input Strategy -- Corporate Resource Arsenal -- Corporate Management of Synergies -- Beyond the Portfolio -- 5. Shaping External Alignments Hostile Versus Passive Environments -- Analysis of Key Actors -- Choice of Alignments -- Maintaining Optimum Alignments -- 6. Birth and Nourishment of a New Strategy -- Design of a Strategic Planning System -- Impetus to Challenge the Status Quo-- Acceptance and Commitment -- Incrementalism -- Part II. Propulsion: Translating Strategy into Action -- 7. Programming-Too Much or Too Little -- Man-on-the-Moon Approach -- Incrementalism-Feeling Your Way -- Selective Programming -- Strategy Programs Versus Continuing Operations -- 8. Part Building Revised Patterns of Behavior -- Diagnose Need for Changes in Behavior Patterns -- 130 Carefully Reshape Selected Behaviors -- Creating a Focused Climate: Senior Executive Role -- 9. Organizing to Execute Strategy -- Creating Operating Divisions That Match Strategy -- When to Combine or Split Off Business-Units -- 14. Organizing Corporate Headquarters to Support Strategy -- Organization in Transition -- 10. The Right Person and the Right Carrot -- Matching Desired Executive Abilities with Strategy -- Using Present Executives to Carry Out a New Strategy -- Bringing in Outsiders -- Distinctive Issues in Acquisitions -- Incentives That Support Strategic Action -- 11. Resource Allocation-Power of the Purse Strings -- Impact of Resource Allocation on Strategy Execution -- Two Tracks to Capital Allocation -- Sources of Conflict for Allocations -- Ways to Channel Capital Support for Strategy -- Treatment of Strategic Expenses -- Allocation of Non financial Resources -- 12. Controlling the Dynamic Process -- Controlling the Future -- Watch Progress on Strategic Thrusts -- Monitor Key External Variables -- Full-Scale Reassessments at Milestones and Alerts -- Maintain Integrity of the Strategic Management -- Process -- Part III Integration: Strategy as a Moving Game Plan -- 13. Fitting Pieces into a Synergistic Whole -- Building Fit into an Integrated Management System within Each Business-Unit -- Adding Balance to the Integration of Each Business-Unit -- Integration at the Corporate Level -- 14. Hitting a Moving Target in a Rough Sea -- Ever-Changing Pressures for Action -- Key to Adaptability: Progress Reassessments -- Sequential Moves in Face of Uncertainty -- Contingency Plans -- Frequency of Progress Reassessments Corporate Inputs to Progress Reassessments -- Selected References.