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Information you can use, share and achieve benefit! This is for you – tell us what you need and we will populate that as an imperative. Check out the table of contents below:-

Having established and grown my own companies, worked in corporate businesses and having taught Advanced Diplomas – Marketing, Business, Management, Project Management and HR, I know from course notes supplied, they are all too esoteric! Too many pages, too little useful information, particularly as to how a concept is converted into implementation, particularly as to how a concept is built up by useful and effective collaboration. If the Project Management Institute and the Association of Strategic Planning own up to at least 75% of all strategies failing, that is, all about fundamental failings in understanding, in connection! Here I examine what the Association of Strategic Planning (ASP) put out as their body of Knowledge – this is colourthinking/LeadershipThinking.Academy’s input and does not attribute at all to the ASP version or have any .

Here we look to give not only useful definitions but implementation guidelines as well – without, who really cares what something should be? It is about what something is!

Here is the content:all you have to do is write to us and if we haven’t yet published our information, we will bring your request to the top of the queue!

Table of contents

Chapter 0ne

define strategy and strategy management

Strategy – there are many lofty definitions but put plainly, a strategy is about how, what, when, why and where. It is about developing thinking and answers to a set objective within. A scope of time, quality and resources, but not necessarily limited to that. Obviously, the thinking covers a wider range than this, but these are the main reference points. Strategy also will have awareness to and even develop in conjunction with the Vision and Mission, maybe the core values.

Strategy Management  – The concept within the word ‘Management’ is a large part of the reason to write this BOK in as much as a fundamental understanding of what management and leadership are, the differences, the values, is imperative if effective development of strategies and the implementation is to be achieved. If something is to be effectively managed then it needs to be owned and shared, there needs to be clarity about core scope and responsibilities agreed and accepted. All this requires the careful awareness of the cancer of ‘command & control’ behaviours as against the need to provide open guidance of necessary in guiding information – funds available, agreements on Vision and general guidelines for the organisation – guidelines, not concrete definites. 

structure of BOK

Chapter two

2.1 key concepts and definitions




stakeholder value propositions

regulations policy’s guidelines


strategic objective



key performance indicator

key drivers of success

strategic initiative

strategic planning

2.2 key activities

conduct an external environmental scan

conduct an internal environmental scan

develop shared vision

develop strategy alternatives

select strategy

complete strategic plan


scenario planning

strategic foresight

future research


porters 5 forces

porters generic strategies

industry mapping

zoom out/zoom IN

market assessment

customer assessment – current and potential






McKinsey’s 9 box matrix

Malcolm Baldridge quality programme

key driver analysis


focus groups

blue ocean strategy

Collin’s hedgehog concept

heat mapping

value chain analysis

call competency analysis

work environment analysis

core operating analysis

location and resource analysis

valuable rare inimitable and non-sustainable

Boston consulting group’s growth-share matrix

portfolio analysis

programme and services assessment

customer experience curve

dynamic capabilities

product lifecycle assessment

customer adoption curve

marketing mix

nominal group technique


debono’s six thinking hats

organic growth versus acquisition growth

Boston Consulting Group Business Innovation model

business model canvas

strategy canvas

Ansoff’s grid

miles and snow’s typology


balance scorecard and strategy maps

strategic gap analysis

objectives and key results

Tom phased strategies

Chapter 3

3.1 Key concepts and definitions

Teaching alignment and accountability
organisational transformation

organisational design and development

capabilities development

3.2 key activities

design and target enterprise architecture

developed the transformation plan

plan and execute transformation projects

3.3 Tools

workforce planning


contingency planning

execution capability profile

Gantt chart

critical path evaluation and review technique

Readiness assessment

strategic operating plan

design thinking


Chapter 4 Execute strategy

4.1 Key concepts and definitions

execution challenges

operations / value chain activities

operational excellence and continuous improvement

4.3 Tools

business process management


6 Sigma

quality management



theory of constraint

business intelligence

data analytics

artificial intelligence

machine learning

geospatial analysis

Chapter 5 Engage stakeholders

5.1 key concepts and definitions


change management

stakeholder management


rewards and recognition



psychological safety

teamwork collaboration

5.2 Key activities

secure senior leadership support

organise strategy management teams

develop communication and stakeholder engagement plans

engage stakeholders

5.3 Tools

Kurt Lewin’s unfreeze change refreeze

emotional cycle of change

Kubler-Ross model

change acceptance curve

Hersey-Blanchard situational leadership model

Management by wandering around

McKinsey’s influence model

kotters eight step change model

Prosci’s ASKAR model

Stakeholder mapping

communication planning

cultural assessment

collaboration technologies

Chapter 6 Govern Strategy

6.1 key concepts and definitions

decision making


capital planning


performance management


diversity equity inclusion


6.2 Key Activities

govern the formation of the strategy

govern the organisational transformation

govern the execution of the strategy

design implement and update the governance operating model

6.3 Tools

cascading objectives

strategy management calendar

balance scorecard

performance assessment

double-loop learning

responsibility matrix (RACI)

hoshin Kanri

logic model framework

enterprise risk management

Vroom-Yetton decision model

board tools

Roberts rules of order meeting minutes


don’t be bluffed but academics or others without first giving yourself a chance to identify the right questions!

You do not need 99% of the information that is possible, you only need to identify what you need and that’s the tricky question!


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