JOSEPH A. DIVANNA is an independent author, consultant and global public speaker based in Cambridge, England, where researches the dynamics of business over the last ten centuries. A thought leader and reengineering practitioner formerly with CSC Index's Research and Advisory Services, he is currently the CEO of Maris Strategies Ltd and author of Redefining Financial Services (Palgrave Macmillan, 2002), Thinking Beyond Technology (Palgrave Macmillan, 2003) and Synconomy: Adding Value in a World of Continuously Connected Business (Palgrave Macmillan 2003).FRANÇOIS AUSTIN is a founding Director of Corven, an independent advisor and an investor in organizations requiring growth, where he is accountable for delivering major consultancy assignments. With more than twelve years consultancy experience, François has focused on translating business strategies and ideas into demonstrable results.

'Worth reading for both content and process.' - Long Range Planning

• Introduction PART 1: THE STRATEGIC INDIVIDUAL Developing the Strategic Mindset Embracing a Global Context Sensing the Market, Competitors, Customers and Opportunities PART 2: DEVELOPING THE STRATEGIC CORPORATE COMPETENCY Anticipating the Competition and Understanding Market Trends Devising Strategy Collaboratively Dealing with Ambiguity and Unpredictable Events PART 3: MOVING THE STRATEGIC AGENDA INTO ACTIONABLE INITIATIVES Moving Strategic Thinking into Tangible Tactical Actions Measuring the Results Making Strategic Thinking Contagious

JOSEPH A. DIVANNA is an independent author, consultant and global public speaker based in Cambridge, England, where researches the dynamics of business over the last ten centuries. A thought leader and reengineering practitioner formerly with CSC Index's Research and Advisory Services, he is currently the CEO of Maris Strategies Ltd and author of Redefining Financial Services (Palgrave Macmillan, 2002), Thinking Beyond Technology (Palgrave Macmillan, 2003) and Synconomy: Adding Value in a World of Continuously Connected Business (Palgrave Macmillan 2003).FRANÇOIS AUSTIN is a founding Director of Corven, an independent advisor and an investor in organizations requiring growth, where he is accountable for delivering major consultancy assignments. With more than twelve years consultancy experience, François has focused on translating business strategies and ideas into demonstrable results.

'Worth reading for both content and process.' - Long Range Planning

• Introduction PART 1: THE STRATEGIC INDIVIDUAL Developing the Strategic Mindset Embracing a Global Context Sensing the Market, Competitors, Customers and Opportunities PART 2: DEVELOPING THE STRATEGIC CORPORATE COMPETENCY Anticipating the Competition and Understanding Market Trends Devising Strategy Collaboratively Dealing with Ambiguity and Unpredictable Events PART 3: MOVING THE STRATEGIC AGENDA INTO ACTIONABLE INITIATIVES Moving Strategic Thinking into Tangible Tactical Actions Measuring the Results Making Strategic Thinking Contagious

JOSEPH A. DIVANNA is an independent author, consultant and global public speaker based in Cambridge, England, where researches the dynamics of business over the last ten centuries. A thought leader and reengineering practitioner formerly with CSC Index's Research and Advisory Services, he is currently the CEO of Maris Strategies Ltd and author of Redefining Financial Services (Palgrave Macmillan, 2002), Thinking Beyond Technology (Palgrave Macmillan, 2003) and Synconomy: Adding Value in a World of Continuously Connected Business (Palgrave Macmillan 2003).FRANÇOIS AUSTIN is a founding Director of Corven, an independent advisor and an investor in organizations requiring growth, where he is accountable for delivering major consultancy assignments. With more than twelve years consultancy experience, François has focused on translating business strategies and ideas into demonstrable results.

'Worth reading for both content and process.' - Long Range Planning

• Introduction PART 1: THE STRATEGIC INDIVIDUAL Developing the Strategic Mindset Embracing a Global Context Sensing the Market, Competitors, Customers and Opportunities PART 2: DEVELOPING THE STRATEGIC CORPORATE COMPETENCY Anticipating the Competition and Understanding Market Trends Devising Strategy Collaboratively Dealing with Ambiguity and Unpredictable Events PART 3: MOVING THE STRATEGIC AGENDA INTO ACTIONABLE INITIATIVES Moving Strategic Thinking into Tangible Tactical Actions Measuring the Results Making Strategic Thinking Contagious