在近5年快速变化的外部环境下，企业面临的压力和挑战与日俱增，大型集团性企业盲目实施非相关多元化战略的失败案例的出现，提醒很多企业要思考：如何通过战略聚焦在存量市场、资源有限、竞争加剧的环境中突出重围？当前无论是专做战略的咨询机构，还是有战略模块的咨询公司，抑或是企业的战略管理部门，对战略聚焦的思考仍然停留在业务聚焦上。然而仅仅做到业务聚焦并不一定能解决盲目多元化所带来的问题，也不能全方位抵御威胁，更无法发挥出战略聚焦的优势。企业家和企业应该找到业务聚焦背后更深层次的原因。德锐咨询对此进行了深入的研究，并提出了战略聚焦的6个方面，形成了针尖战略运行体系——从企业的愿景聚焦、业务聚焦、优势聚焦、组织聚焦、人才聚焦和企业家精力聚焦6个方面，通过30个可落地的战略聚焦工具彻底地、完整地、深层次地、系统地解决企业战略聚焦的问题。
李祖滨人才领先战略理论创立者，南京德锐管理咨询公司董事长，美国亚利桑那州立大学凯瑞商学院工商管理博士DBA，上海交通大学高级金融学院全球商业领袖学者，中欧国际工商学院EMBA，南京大学MBA，伟事达私董会总裁教练，《人力资源》杂志专家委员会领衔专家，南京大学兼职研究生导师，连续14年为南京大学MBA讲授“人才领先战略”课程，早期在沃尔玛等企业从事HR管理工作，曾在中国民营500强担任执行总裁。从事管理咨询工作16年，为100多家上市企业提供薪酬绩效、股权激励、人才选择、人才培养、组织变革、企业文化的管理咨询服务。翻译出版:戴维?尤里奇的《人力资源转型》和吉姆?柯林斯的《飞轮效应》著有书籍:《聚焦于人》《精准选人》《股权金字塔》《345薪酬》《重构绩效》《找对首席人才官》《人才盘点》《人效冠军》《人才画像》《3倍速培养》《校园招聘》《双高企业文化》《测评识人》。孙克华德锐咨询高级合伙人、项目总监、人才激励金牌讲师、薪酬专家。具有多年人力资源管理咨询经验，主导并参与40多个管理咨询项目，在战略绩效、薪酬管理、精准选人、人才发展等方面有丰富的项目经验。著有书籍：《人才画像》。
第一章 多元化时代的终结··································································1
巨头的多元化之殇··································································1
企业增长的迷思·····································································3
经济繁荣时期也是企业多元化盛行的时期····································7
多元化成功的条件已经离我们远去·············································8
战略聚焦：新时代企业的唯一选择···········································11
第二章 针尖战略模型······································································13
针尖战略六要素···································································14
针尖战略要素一：愿景聚焦····················································15
针尖战略要素二：业务聚焦····················································18
针尖战略要素三：优势聚焦····················································22
针尖战略要素四：组织聚焦····················································27
针尖战略要素五：人才聚焦····················································31
针尖战略要素六：企业家精力聚焦···········································32
第三章 愿景聚焦············································································35
愿景聚焦驱动企业发展··························································35
用三环理论明确愿景方向·······················································40
愿景聚焦五要素···································································41
传递愿景并达成共识·····························································45
战略聚焦工具······································································49
第四章 业务聚焦············································································50
选择核心业务······································································51
剥离非核心业务···································································58
谨慎开启第二曲线································································60
战略聚焦工具······································································64
第五章 优势聚焦············································································65
飞轮效应的原则···································································65
构建优势飞轮的三步法··························································65
构建优势飞轮的六问：找出胜人一筹的招数······························67
选好优势飞轮的起点：练出“一剑封喉”的绝招························76
验证优势飞轮的问题清单·······················································82
用优势飞轮帮助企业聚焦优势·················································82
战略聚焦工具······································································89
第六章 组织聚焦············································································90
收缩被叫大的组织································································91
砍掉不该设立的公司·····························································93
撤回不必要的异地机构··························································94
加强组织内部协同································································96
及时收回过多过早释放的股权················································106
集中化管理········································································108
战略聚焦工具·····································································109
第七章 人才聚焦···········································································110
集中人才打胜仗··································································110
关键岗位饱和配置·······························································112
关键人才提前储备·······························································115
提升优秀人才密度·······························································116
资源向优秀人才倾斜····························································120
战略聚焦工具·····································································125
第八章 企业家精力聚焦··································································126
企业家精神36字标准··························································126
精力聚焦于——实现愿景······················································127
坚持先人后事·····································································129
打造组织能力·····································································132
减少无效社交·····································································136
放弃事必躬亲·····································································138
战略聚焦工具·····································································142
第九章 针尖战略方案设计与实施······················································143
针尖战略诊断·····································································143
针尖战略规划·····································································146
针尖战略落地方案与计划······················································149
针尖战略落地的关键····························································151
战略聚焦工具·····································································153
参考文献·······················································································154
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