Includes bibliographical references and index.

Introduction: The roof of the dog's ass -- Carolyn's delimma : how do I create a strategy? -- Untangling the challenge : finding and using the crux -- Strategy is a journey -- Where you can win : the ASC -- The challenge of growth -- The challenge of power -- Creating coherent action -- What is the problem? Diagnosing through reframing and analogy -- Diagnose via comparison and frameworks -- Use sharp analytical tools with care -- Seek and edge -- Innovating -- The challenge of organiztaion dysfunction -- Don't start with goals -- Don't confuse strategy with management -- Don't confuse current financial results with strategy -- Strategic planning : hits and misses, uses and misuses -- Rumsfeld's question -- A foundry walkthrough -- Strategy foundry concepts and tools.

"Leaders become strategists when they pinpoint the crux of the vital, basic, pivotal challenges they face - the problems that threaten future success and the dramatic opportunities for growth whose shape may be elusive and difficult to grasp - and then take powerful, coherent, decisive action to make progress toward building a better future. Leaders who are strategists have an ever-present alertness to rapidly evolving business, economic, and institutional challenges that threaten future success, fundamental values, even the existence of the organization. Finding the crux is the essential skill of the strategist, especially when challenging problems and opportunities defy easy solution and the forces at work are unclear"-- Provided by publisher.