Accounting AheadJoin community
STUDY · PRACTISE · PRINT

Global Strategy and Leadership file vault

Find your printable handouts and flowcharts by module and lecture. Open each resource page to preview and download its PDF or full-size image.

Watch the lectures →

Module 1 · Strategy and leadership foundations

Part 1.1-1.2 · Strategy and the Strategy Process

PDFStrategy and the strategy processPNGHow strategy thinking evolvedPNGThe strategy processPNGPlanned and emergent strategy

Part 1.3 · Gaining Competitive Advantage

PDFGaining competitive advantagePNGValue proposition canvasPNGThe productivity frontierPNGStrategic fit and stretch

Part 1.4.1 · Industry and Organisational Life Cycles

PNGRevenue, cash, profit by stage

Part 1.4.2 · The Capability Maturity Model

PNGThe capability maturity model

Part 1.4.3 · Levels of Strategy

PNGThree levels of strategy

Part 1.4.4 · Core Business Types

PNGThree core business types

Part 1.4.5 · Vision, Mission, Values and Goals

PNGVision, mission, values, goals

Part 1.4.6 · Business Models

PNGAdobe - boxes to subscriptionsPNGThe business model canvas

Part 1.5 · The Global Context of Business

PDFThe global context of businessPNGFour forces of globalisationPNGFive families of global riskPNGFour benefits of globalisation

Part 1.6 · Introduction to Leadership

PDFIntroduction to leadershipPNGThe leadership gridPNGLeading versus managingPNGFive tasks of strategic leaders

Part 1.7.1 · Transformational and Transactional Leadership

PDFTransformational and transactional leadershipPNGThe leadership continuumPNGThree phases of transformation

Part 1.7.2 · Matching Leadership Style to the Situation

PDFMatching leadership style to the situationPNGThe intensity of change modelPNGFour situational stylesPNGLeadership across the life cycle

Part 1.8 · The Role of Leaders in Strategy

PDFThe role of leaders in strategyPNGFour-part change messagePNGFour ways to make a decisionPNGTwo views of business ethics

Part 1.9 · The Role of the CPA in Strategy

PDFThe CPA's role in strategy and leadershipPNGSix CPA contributionsPNGFinance roles across strategy

Module 2 · Understanding the external environment

Part 2.1 · Understanding the External Environment

PDFUnderstanding the external environmentPNGExternal environment layersPNGWhy external analysis is hardPNGFrom data to decisions

Part 2.2.1 · Defining the Industry and Its Value Chain

PDFDefining the industry and its value chainPNGNarrow to wide definitionsPNGHoney from hive to shelfPNGThe smile curve

Part 2.2.2 · Industry Segments and the Life Cycle

PDFIndustry segments and the life cyclePNGSegments grow at different ratesPNGWhat changes at each stagePNGDisruption starts a new curve

Part 2.3.1 · STEEPLE - Social, Technological, Economic

PDFSTEEPLE: social, technological and economic factorsPNGSTEEPLE and industry growthPNGThe STEEPLE worksheetPNGAustralia's cash rate rises

Part 2.3.2 · STEEPLE - Environmental, Political, Legal, Ethical

PDFSTEEPLE: environmental, political, legal and ethical factorsPNGFour more STEEPLE factorsPNGSummarising in three stepsPNGAn imagined STEEPLE summary

Part 2.4.1 · Five Forces - New Entrants, Suppliers, Buyers

PDFFive forces: new entrants, suppliers and buyersPNGPorter's five forcesPNGEight barriers to entryPNGSupplier and buyer power

Part 2.4.2 · Five Forces - Substitutes, Complements, Rivalry

PDFFive forces: substitutes, complements and rivalryPNGThree kinds of substitutePNGWhat makes rivalry intensePNGDrawing the conclusion

Part 2.5 · Understanding Customers and Markets

PDFUnderstanding customers and marketsPNGFive tests of a good segmentPNGFive ways to segment a marketPNGFrom segments to target market

Part 2.6 · Competition in the Industry

PDFCompetition in the industryPNGThe basis of competitionPNGWhen success factors shiftPNGStrategic groups map

Part 2.7 · Implications for Leadership and Management

PDFImplications for leadership and managementPNGFour roles of leadersPNGKey questions and toolsPNGWhat makes platforms different

Module 3 · Assessing organisational strengths

Part 3.1 · Understanding Key Stakeholders

PDFUnderstanding key stakeholdersPNGStakeholder analysis stepsPNGSaltbush Energy stakeholdersPNGThe power-interest grid

Part 3.2 · Assessing Current Performance

PDFAssessing current performancePNGGetting value from dataPNGTidal Physio no-showsPNGThree groups of drivers

Part 3.3.1 · Strategic Drivers - Markets, Products, Channels

PDFStrategic drivers: markets, customers, products and channelsPNGFive strategic driversPNGThe BCG matrixPNGChannel analysis

Part 3.3.2 · Competitive Advantage and Generic Strategies

PDFCompetitive advantage and generic strategiesPNGPorter's generic strategiesPNGNine ways to differentiatePNGTen sources of low cost

Part 3.4.1 · Operational Drivers and Performance Measures

PDFOperational drivers and performance measuresPNGShareholder or stakeholder viewPNGNine tests of a good measurePNGTrend against benchmarks

Part 3.4.2 · The Balanced Scorecard

PDFThe balanced scorecardPNGFour perspectives of the BSCPNGCause and effect at BluegumPNGPart of Bluegum's scorecard

Part 3.5 · People and Organisational Drivers

PDFPeople and organisational driversPNGPeople and organisationPNGNonaka's knowledge spiralPNGFrom craft to industrial

Part 3.6 · Resources and Capabilities

PDFResources and capabilitiesPNGFrom resources to advantagePNGA hierarchy of capabilitiesPNGThe four tests

Part 3.7 · SWOT and Gap Analysis

PDFSWOT and gap analysisPNGGlasshouse SWOTPNGFrom SWOT to strategic questionsPNGThe revenue gap

Part 3.8 · Leadership and the Internal Analysis

PDFLeadership and the internal analysisPNGLeaders and managersPNGCommunicating by powerPNGCascading targets

Module 4 · Products, services and market growth

Part 4.1 · Innovation

PDFInnovationPNGTen types of innovationPNGEight essentials of innovationPNGFocusing innovation effort

Part 4.2 · The Ansoff Matrix - Four Growth Options

PDFThe Ansoff matrix: four growth optionsPNGThe Ansoff matrixPNGBanksia Botanicals' optionsPNGA rational growth path

Part 4.3 · New Product Development

PDFNew product developmentPNGThe NPD processPNGThe double diamondPNGThe Kano model

Part 4.4 · New Service Development

PDFNew service developmentPNGThree components of servicePNGProductising a servicePNGFrom hourly fees to fixed price

Part 4.5.1 · Design Thinking and Blue Ocean Strategy

PDFDesign thinking and Blue Ocean StrategyPNGFive stages of design thinkingPNGStrategy canvas for QB HousePNGFour actions at QB House

Part 4.5.2 · Technology, Standards and Embedded Products

PDFTechnology, standards and embedded productsPNGThe long tailPNGWinning a standards warPNGBuilding products into services

Part 4.6.1 · Choosing New Markets

PDFChoosing new marketsPNGStages of international growthPNGFour objectives of market entryPNGSizing Mallee's market

Part 4.6.2 · Modes of Entry and Acquisitions

PDFModes of entry and acquisitionsPNGEntry modes and commitmentPNGThe export transaction chainPNGDoes the deal create value

Part 4.6.3 · Comparing Entry Modes and Accounting Issues

PDFComparing entry modes and accounting issuesPNGSpeed of entry and controlPNGOne invoice, two exchange ratesPNGSix accounting issues

Part 4.7-4.8 · Intellectual Property and Leadership

PDFIntellectual property and leadershipPNGTypes of intellectual propertyPNGSix tensions of innovationPNGBringing Module 4 together

Module 5 · Evaluating strategic choices

Part 5.1 · Aligning Vision, Mission, Values and Goals

PDFStrategy development: aligning vision, mission, values and goalsPNGStrategy development sequencePNGThe chain of alignmentPNGIronbark's balanced scorecard

Part 5.2.1 · Strategic Drivers and Operational Levers

PDFStrategic drivers and operational leversPNGDrivers, levers and initiativesPNGOptions under each driverPNGThe app and operational drivers

Part 5.2.2 · People, Products and Markets as Levers

PDFPeople, products and markets as leversPNGPrograms and people leversPNGNew product success factorsPNGThe app across every lever

Part 5.3.1 · Value-Effort and Weighted Criteria

PDFEvaluating options: value-effort and weighted criteriaPNGThe value-effort gridPNGWeighted criteria for PeakPNGFrom long list to shortlist

Part 5.3.2 · Evaluating Options with Business Analytics

PDFEvaluating options with business analyticsPNGThree types of analyticsPNGCustomer lifetime valuePNGData lake or data swamp

Part 5.4.1 · The Risk Assessment Framework

PDFThe risk assessment frameworkPNGFive steps of risk assessmentPNGA five-by-five risk matrixPNGPeak's app risk register

Part 5.4.2 · Treating, Quantifying and Timing Risk

PDFTreating, quantifying and timing riskPNGFour ways to treat a riskPNGA what-if analysisPNGTiming risk

Part 5.5 · Strategic Themes and Rumelt's Criteria

PDFStrategic themes and Rumelt's criteriaPNGPeak's strategic themesPNGRumelt's four criteriaPNGPeak's theme scorecard

Part 5.6 · Finalising the Strategy

PDFFinalising the strategyPNGPeak's strategy on a pagePNGA metric with built-in responsesPNGThe pre-implementation review

Module 6 · Implementing and reviewing strategy

Part 6.1-6.2.1 · Implementation Plans and the 7-S Framework

PDFImplementation plans and the seven-S frameworkPNGFrom plan to embedded strategyPNGThe seven-S frameworkPNGCorella's seven-S grid

Part 6.2.2 · Organisational Structure and Design

PDFOrganisational structure and designPNGThree components of structurePNGCentralised or decentralisedPNGMechanistic or organic

Part 6.2.3 · Systems, Teams and Culture

PDFSystems, teams and culturePNGSystems and timely feedbackPNGThe layers of culturePNGSix steps to change culture

Part 6.3.1 · Key Components of Change Management

PDFKey components of change managementPNGFive components of changePNGWhat an impact assessment feedsPNGA communications strategy

Part 6.3.2 · Success Factors and Kotter's Eight Steps

PDFSuccess factors and Kotter's eight stepsPNGSeven elements of changePNGKotter's eight stepsPNGThe productivity dip

Part 6.4 · Projects and Programs for Implementation

PDFProjects and programs for implementationPNGProjects and programs comparedPNGA program report cardPNGSix considerations for projects

Part 6.5 · Measuring, Monitoring and Rewarding

PDFMeasuring, monitoring and rewardingPNGThree kinds of dashboardPNGLinking strategy and rewardsPNGCorella's partner scorecard

Part 6.6.1 · Why Strategy Implementation Fails

PDFWhy strategy implementation failsPNGTen reasons plans failPNGTurning thinking into actionPNGCorella's pitfalls

Part 6.6.2 · Resistance, Politics and Uncertainty

PDFResistance, politics and uncertaintyPNGSources of resistancePNGTactics for productive conflictPNGWhen the environment shifts

Part 6.6.3 · The Role of CPAs in Implementation

PDFThe role of CPAs in implementationPNGFour project roles for CPAsPNGA strategy-enabling budgetPNGSeven tests of a real strategy

Module 7 · Adapting to new business models

Part 7.1 · The Changing Business Environment

PDFThe changing business environmentPNGThree drivers of changePNGHow technology changes modelsPNGThree kinds of ecosystem

Part 7.2.1 · Business Models, the Canvas and Co-creation

PDFBusiness models, the canvas and co-creationPNGThe business model canvasPNGLarkspur's canvasPNGValue co-creation

Part 7.2.2 · Disruption and Hyperdisruptive Models

PDFDisruption and hyperdisruptive modelsPNGThe disruption mechanismPNGEight hyperdisruptive modelsPNGNetwork effects

Part 7.3 · Rational and Emergent Approaches to Strategy

PDFRational and emergent approaches to strategyPNGFour perspectives on strategyPNGDiscovery-driven planningPNGDesign thinking

Part 7.3-7.4 · Strategy Compass, Value Capture and Alliances

PDFStrategy compass, value capture and alliancesPNGThe strategy compassPNGFour ways to capture valuePNGThree supply chain types

Part 7.4 · Responding to Disruption and Change Drivers

PDFResponding to disruption and change driversPNGManaging through disruptionPNGSeven responses to disruptionPNGSustainable business models

Part 7.4-7.5 · Hypercompetition, Capabilities and Agility

PDFHypercompetition, capabilities and agilityPNGCompeting in hypercompetitionPNGRoutine and dynamic capabilitiesPNGFive trademarks of agility

Part 7.5-7.6 · Entrepreneurial Culture and Open Innovation

PDFEntrepreneurial culture and open innovationPNGEntrepreneurial orientationPNGOpen innovation capabilityPNGLeading model innovation

Part 7.6.1 · Leading Digital Change and Decision Making

PDFLeading digital change and decision makingPNGDigital transformation roadmapPNGRedesigning decisionsPNGThree horizons

Part 7.6.2 · Leadership Challenges and Development

PDFLeadership challenges and developmentPNGResponding to a new threatPNGFending off imitationPNGEmotional intelligence