Description
Book SynopsisBy studying the work of hundreds of the most original and effective business minds, the authors present a common architecture that illuminates exceptional analysis and creative performance. 2 x 2 Thinking is characterized by a fundamental appreciation for the dynamic and complex nature of business. The best strategists go out of their way to tackle dilemmas rather than merely solve problems. They use opposition, creative tension, iteration and transcendence to get to the heart of issues and involve critical others in finding the best solutions. The authors demonstrate how to apply the 2 x 2 approach to a wide range of important business challenges.
Table of ContentsForeword xiii
James H. Gilmore and B. Joseph Pine ii
Acknowledgments xvii
The Authors xix
Introduction 1
Part One: 2 x 2 Thinking
1 The DNA of Great Problem Solving 9
2 Form, Method, and Mastery: 2 × 2 Thinking as Dialectical Process 24
3 The Eight Archetypal Dilemmas 37
Part Two: 2 x 2 Practice
4 Designing 2 × 2 Matrices: Making Intuition Explicit 61
5 2 × 2 Thinking in Action: Fujitsu FTXS Tackles Level 2 Dilemmas 69
Part Three: 2 x 2 Frameworks Inventory
6 Strategic Frameworks 91
Beyond Customer Led 95
Discontinuity and the Life Cycle 99
Customer as Value Manager 105
Customer Value Analysis 107
Scenarios 115
Gartner Magic Quadrant 121
Portfolio Analysis 125
Problems and Solutions 127
Dialectical SWOT Analysis: Strengths, Weaknesses, Opportunities, and Threats 129
Market Tipping 131
Corporate Strategy 134
Generic Strategy 139
E-Business Opportunity Matrix 144
Global Product Planning 146
Generic Network Strategy 148
Mass Customization: The Four Approaches 151
Attentionscape 156
Managing Customer Loyalty 158
Likelihood to Buy 161
Revenue and Profitability 163
BCG: Product Portfolio Matrix 169
Impact-Uncertainty Matrix 173
Entrance and Exit Strategies 177
7 Organizational Frameworks 180
Good to Great Matrix of Creative Discipline 184
Employee Motivation 188
Alliance Drivers 190
Team Types 193
Situational Leadership 195
The Four Power Players in Knowledge Organizations 199
T-Group Leadership 202
Seci 204
Human Capital 210
Differentiation and Integration 215
Means and Ends 219
The Change Grid 221
Learning and Change 223
Similarities and Differences 225
The Four Realms of Experience 228
Make versus Buy 233
Four Square Model 236
Product and Supply Chain Architecture 238
Telematics Framework 244
The Virtue Matrix 246
8 Individual Frameworks 250
Johari Window 255
Myers-Briggs Type Indicator 261
Learning Styles Inventory 267
I’m OK, You’re OK: The Four Life Positions 269
Conflict Mode 271
Social Styles 274
Getting It Right 279
Leadership Coaching 281
Career Transitioning 283
Prisoner’s Dilemma 286
Urgency and Importance 290
Influence and Concern 292
Notes 295
Index 303
