A Winning Strategy Needs to Be Distinctive -- Examples of Companies That Have Changed the Rules -- The Moral of the Story -- Don Fites, Chief Executive Officer Caterpillar: Why the Cat Landed on Its Feet -- What is Strategic Thinking? -- The CEO's Vision: The Starting Point for Strategic Thinking -- Strategy versus Operations -- Kurt Wiedenhaupt, Chief Executive Officer American Precision Industries: Driving Growth by Thinking Strategically -- Obstacles to Strategic Thinking -- The Strategy Suffers from "Fuzzy Vision" -- Operational Thinking Dominates Management's Time -- Strategy Is Reactive, Not Proactive -- No Crisis ... No Strategy! -- Thinking Is Time-Related -- Planning Is Bottom-Up -- Thinking Is Quantitative, Not Qualitative -- Management Uses Rose-Colored Glasses -- Numbers Planning Discourages Risk Taking -- Reliance on Strategic Planning, Not Strategic Thinking -- The Process Itself Is an Obstacle -- Rafael Decaluwe, Chief Executive Officer N.V. Bekaert, S.A.: Rewiring a Global Strategy -- Crafting the Future Profile of the Organization -- The Strategic Heartbeat of the Business: The Driving Force -- The Concept of Driving Force and/or Strategic Drive -- The Strategic Heartbeat of the Enterprise Determines What Kind of Company You Become -- Strategic Questions -- Jim Glasser, Chief Executive Officer GATX: Trains, Planes, and Strategy -- Questions Often Asked about the Concept of Strategic Drive -- Seduced by Opportunities -- A Fundamental Concept of Business.