Smart & Fast Ten3 Mini-Course


       Strategic Management


New Approaches for Rapidly Changing Economy


by  Vadim Kotelnikov personal logo  Vadim Kotelnikov

Founder of Inspirational e-Coaching Network for innovative business leaders

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65 Smart & Fast Lessons

65 PowerPoint Slides  + 

65 half-page Executive Summaries

Famous buyers of this mini-course

Adidas, American Express, ATK, Corning, Honeywell, IATA, IBM, IMD, Johnson & Johnson, Kodak, KPMG, Korean Air, McKinsey, NATO, Oracle, Shell, Texas Instruments, UNDP, United Gulf Bank, UPS




1. Strategic Management: Two Approaches

The Tree of Business  See the slide

Corporate Vision  See the slide

Three Hierarchical Levels of Strategy

Strategy Pyramid vs. Strategy Stretch

Choosing Between Strategy and Opportunity Approach

Strategic Programming Model for Stable Environment

FutureStep: Strategic Management for Adaptive Organizations

Business-level Strategies: Four Categories of Business Tactics

Strategy Programming vs. Strategy Innovation

2. Strategy Schools: An Overview

Correlation Between the Ten Dominant Strategy Schools

Positioning School: "The Art of War" by Sun Tzu

"The Art of War": Planning

Porter's Models

Blue Ocean Strategy vs. Red Ocean Strategy  See the slide

Resource-based Model

3. Environmental Analysis

Three-level Business Intelligence System

The Tao of Strategic Analysis

Lessons from Jack Welch: 5 Questions To Answer

Managing Business Evolution

Framework for Describing the Strategic Situation

Competitive Analysis

4. Strategy Formulation

Creating Sustainable Profit Growth: 9 Questions To Answer

Balancing Outside-In and Inside-Out Strategies

3 Strategies of Market Leaders  See the slide

Lessons from Jack Welch: Articulate Your Vision

Strategic Intent

Discovering Strategic Opportunities

Organizing Rapid Opportunity Search

SWOT Analysis

Competitive Strategies: Survival vs. Market Leadership  See the slide

Sustainable Competitive Advantage: The 5 Criteria

Sustainable Competitive Advantage: A Synergy of Capabilities  See the slide

Multifactor Business Portfolio Matrix 

Three Generic Business Strategies

Four Types of Marketing Warfare: The Strategic Square

Erecting Barriers To Entry

Differentiation Strategies

Strategic Brand Management

Corporate Continuous Innovation Strategies

Lessons from Silicon Valley Firms: Using Innovation Portfolio

Strategic Alliances

Lessons from Toshiba: Alliances as a Key Element of Corporate Strategy

5. Strategy Implementation

Major Impediments To Strategy Implementation

Balanced Business Systems Approach  See the slide

Strategic Leadership

Strategic Motivation

Lessons from Jack Welch: See Change as an Opportunity

Strategic Project Management (SPM)

Milestone-based Thinking

Performance Management: Balanced Scorecard

Leading-edge Three-tier Reporting Model

6. Strategic Achievement & Strategy Innovation

Dynamic Planning

What is More Important: Plan or Planning?

Lessons from Silicon Valley Firms: Dynamic Strategy Formulation

Fast Decision Making: Establishing Corporate Guiding Principles

Strategic Achievement

Strategic Thinking: 3 Key Characteristics

Strategic Thinking: 7 Principles

80/20 Strategic Thinking

Strategic Problem Solving

Lessons from Jack Welch: Stretch!  See the slide

Launching a Crusade

Need for Strategy Innovation

Strategic Organizational Learning

The Four Steps of the Strategy Innovation Process
Learning SWOT Questions

Sample Smart & Fast Lessons  

Slide + Executive Summary


Strategic Intent Opportunity-driven Business Development Corporate Strategy Vision Mission Goals Business Strategies Discovering Opportunities Pursuing Opportunities Ten3 Business e-Coach (full version) 3 Hierarchical Levels of Corporate Strategy Dynamic Corporate Strategy Strategy Pyramid vs. Strategy Stretch: Vision, Strategic Intent, Mission, Strategic Achievement

Instead of Introduction

For the vast majority of companies, having well-defined visions and mission statements changes nothing. The exercise of crafting them is a complete waste of time and talent if visions and mission statements are used for nothing but being published in the annual report and displayed in a reception area. To be able to energize employees to work towards corporate goals, visions and missions should be more than a sign on the wall. Executives and managers should live them, be seen living them, and constantly communicate them to their employees.


Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking.  It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.

Mission Statement

A mission statement is an organization's vision translated into written form. It makes concrete the leader's view of the direction and purpose of the organization. For many corporate leaders it is a vital element in any attempt to motivate employees and to give them a sense of priorities

Setting Goals

The major outcome of strategic road-mapping and strategic planning, after gathering all necessary information, is the setting of goals for the organization based on its vision and mission statement. A goal is a long-range aim for a specific period. It must be specific and realistic. Long-range goals set through strategic planning are translated into activities that will ensure reaching the goal through operational planning.

Strategic Intent

A strategic intent is a company's vision of what it wants to achieve in the long term. It must convey a significant stretch for your company, a sense of direction, discovery, and opportunity that can be communicated as worthwhile to all employees. It should not focus so much on today's problems but rather on tomorrow's opportunities.






... and much more!



Strategic Management


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  A "Thank-You" note from a customer, MBA teacher

"The first lecture on strategic planning went extremely well!.

I was impressed with the state of the art slides!"

~ Michael A. Knaus, PhD, Pfeiffer University Graduate School of Business

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