ABSTRACT

Making Big Decisions Better is leading a global movement to equip present and next generation leaders with proven strategy tools that enable agile thinking that ignites stronger, more predictable, direct paths to profit.

No more academic theories. These are real tools and a system that enables improved strategic thinking and leadership.

This book bridges an unspoken gap in strategy thinking that until now, only provided leaders with just SWOT and Porter’s 5 Forces as the language of strategy.   

By using the decision making tools in Making Big Decisions Better, you’ll finally remove the mystique of those you manage up to, and lead those that report to you. You will standout and have a transportable set of tools for any role or industry.

There’s never been a better time to break away from the outdated, mainstream strategy planning process that misused scarce resources, burned out its leaders and never delivered the results. 

It’s your turn to learn and lead!

chapter |3 pages

Introduction

part I|27 pages

Fix

chapter 1|4 pages

The absence of shared language

Why no one is on the same page

chapter 2|4 pages

Mistaken identity

Strategy is a decision-making process, not an event

chapter 3|5 pages

Outsourcing strategy

Don’t bypass sweat equity

chapter 4|5 pages

Forgetting about profit

Why is there no vice president of profitability?

chapter 5|4 pages

Mixed up on metrics

When was the answer ever “have more metrics”?

chapter 6|3 pages

Vague Latitude

Assumed buy-in from boards to employees

part II|39 pages

Build

chapter 7|4 pages

Introduction to TDG’s strategy system

What to create, why and how

chapter 8|6 pages

Strategic Assumptions and Implications

Connect outside to inside

chapter 9|20 pages

Product Market Capability (PMC) Engine

Creating the economic control center for setting strategy and making big decisions

chapter 10|7 pages

Goals and Gaps

How to find and fixate on the few goals that matter

part III|31 pages

Use

chapter 11|3 pages

Introduction to using the TDG System

How to practically use the tools, get the most from your team and deliver business results

chapter 12|5 pages

Test your strategy

Seven CEO punchlist criteria that need to be considered

chapter 13|10 pages

Reinstate root cause

Cause is king for sustaining results

chapter 14|11 pages

Check in quarterly

Use it or lose it