Theory of Constraints Handbook - James Cox Iii [381]
Sullivan, T. T., Reid, R. A., and Cartier, B. 2007. The Theory of Constraints International Certification http://www.tocico.org/?page=dictionary
About the Author
Gerald I. Kendall, PMP, Senior Consultant, The Goldratt Institute, is a recognized world expert at strategic planning, Theory of Constraints (TOC), and project portfolio management, with extensive implementation experience. His clients span the globe, including engagements in Malaysia, Bangladesh, Australia, Europe, the United States, and Canada. Clients include SAP, Telstra, British American Tobacco, Raytheon, Alcan Aluminum, Rio Tinto, and Lockheed Martin, with a variety of small company clients such as machine shops and manufacturers.
Gerald began his career with IBM as a systems engineer and became an IT Director. After expanding into international sales and marketing, with global executive responsibility, he broadened his experience in strategic planning, supply chain, and operations. He has implemented TOC solutions for manufacturing, distribution, projects, marketing, sales, people management, and strategy and tactics. He currently leads several multi-million dollar transformation/high growth projects using TOC. Gerald is certified in all disciplines of TOC by the TOC International Certification Organization.
Gerald’s latest book Denistry with a Vision (November 2009), guides doctors, dentists and other professions in using TOC, Lean and Six Sigma to improve their practice. (October 2004) Viable Vision explains to executives and managers how to get high leverage out of an organization’s change efforts. His Advanced Project Portfolio Management and the PMO is the top selling book in the PMO and Project Portfolio Management space. His first book, Securing the Future, continues to be in high demand in its 11th year of publication. Gerald also authored a chapter on Project Portfolio Management for the American Management Association Handbook of Project Management, 2nd ed. , and a chapter on Critical Chain in Dr. Harold Kerzner’s book, Project Management, A System’s Approach, 8th ed.
Gerald is a graduate and silver medal winner of McGill University. You may email to Gerryikendall@cs.com. Web site: www.goldratt.com.
CHAPTER 19
Strategy
H. William Dettmer
The Popular Conception of Strategy
Everybody talks about strategy…
“What’s your strategy for finding a job?”
“What’s our strategy for getting this project done on time?”
“What strategy can I use to get out of debt?”
“What’s our strategy for winning the next election?”
“What’s your strategy for getting your spouse to agree to our golf trip to Las Vegas?”
“What’s the strategy for turning around the slumping economy?”
“What’s our strategy for winning the game next Sunday?”
“What strategy should we use to introduce this new product to the market?”
“What strategy can bring peace to the region?”
“What’s your strategy for getting Nadine to go out on a date with you?”
From this list, it should be obvious that the word strategy is used in many different ways to connote a wide variety of meanings.
Strategy’s origin is military, dating back as far as the Chinese general, Sun Tzu in the 5th century BC (Cleary, 1991). In modern times, its military aspect is most often associated with Clausewitz, Moltke, Liddell Hart, and, more recently, Boyd. Nearly all military definitions of strategy involve objectives, winning, application of resources, and execution of policy.
The commercial business community tends to see strategy almost exclusively in terms of Marketing or Finance. Michael Porter’s (1985) famous “low-cost leader versus differentiation” concept was the basis of his landmark book,Competitive Advantage, the virtual bible of business schools for many years. However, such a narrow characterization ignores the applicability of strategy to other kinds of activities and organizations, such as government agencies and not-for-profit groups—systems that do little or no Marketing and Sales, or are not in business to generate a profit. Moreover, it fails to consider some of the