Build Execution into Strategy

According to Chapter 8, what is the sixth principle of blue ocean strategy?

Chapter 8 states that fair process is the key variable that distinguishes successful blue ocean strategic moves from those that failed. What is the direct theoretical origin of fair process?

In the 'Lubber' liquid coolant case study, why did the company's technically superior expert system and value-innovative strategy ultimately fail in the market?

Which of the following is NOT one of the three 'E' principles of fair process described in Chapter 8?

According to the 'Tale of Two Plants,' why did the new manufacturing process fail at the Chester plant despite its 'ideal workforce'?

What does 'engagement' in the context of the three E principles of fair process involve?

In the Elco case, how long was the session in which management at the Chester plant unveiled the master plan for the new manufacturing system?

What is the core reason 'explanation' is a critical principle of fair process?

According to Intellectual and Emotional Recognition Theory, what is the likely behavioral outcome when individuals feel their intellectual worth is not recognized?

The chapter describes commitment, trust, and voluntary cooperation not merely as attitudes but as what?

In the F-35 program case study, what was a major consequence of the Pentagon's 'hands-off management policy' with its external stakeholders like Lockheed Martin?

What is 'retributive justice' as described in Chapter 8?

Why must all three principles of fair process (Engagement, Explanation, Expectation Clarity) be practiced together?

In the 'Tale of Two Plants,' what was a key action taken by management at the successful High Park plant?

What is the primary management risk that the sixth principle of blue ocean strategy aims to minimize?

Why does the violation of fair process lead to 'intellectual indignation'?

In the F-35 case, what proportion of key decisions did Lockheed Martin end up making without the Pentagon's active engagement and input?

Voluntary cooperation, as inspired by fair process, is described as involving what kind of behavior from individuals?

What does the principle of 'expectation clarity' primarily help to minimize within an organization during a strategic shift?

In the 'Lubber' case, the sales reps perceived the new expert system as a threat to what they saw as their most valuable contribution. What was this contribution?

What is the consequence of violating emotional recognition, according to the Intellectual and Emotional Recognition Theory?

Why is the challenge of execution heightened for a blue ocean strategy compared to a red ocean strategy?

In the 'Tale of Two Plants,' what did the employees at the Chester plant start bringing to work that signaled their deep distrust and fear?

What was a key failure of 'expectation clarity' in the F-35 program execution?

The chapter argues that to create trust, commitment, and voluntary cooperation, companies must go beyond what traditional tools?

What is the primary benefit of practicing fair process during strategy formulation, according to Chapter 8?

At the Elco Chester plant, what rumor began to circulate when the consultants appeared and the plant manager was frequently absent?

What crucial element did the High Park management team add to their implementation plan to calm employees' fears of layoffs?

According to the chapter, why is fair process even more critical when dealing with external stakeholders compared to internal employees?

What does the chapter conclude is the primary reason for the poor execution of the F-35 blue ocean idea?

Which of the following best describes the research finding by Thibaut and Walker on procedural justice?

At the Elco Chester plant, how did employees react to offers of help from faster colleagues under the new cellular system?

What is the core idea behind 'intellectual recognition' as it relates to fair process?

When fair process is violated, what does the chapter suggest is the emotional reaction from employees?

How did the management team at the High Park plant build trust and ensure expectation clarity regarding performance?

The failure to engage technical experts from the Army, Navy, and Marines in key design decisions for the F-35 is a failure of which principle of fair process?

Why do traditional incentives like 'carrots and sticks' fall short of inspiring the behavior needed for blue ocean strategy execution?

In the 'Lubber' case study, management was forced to take what action after the failed implementation of the expert system?

What is the primary positive outcome when a company creates 'intangible capital' through fair process?

The chapter's 'Tale of Two Plants' concludes that managers can turn their best employees into their worst by...

According to Chapter 8, a company is not just top management or middle management, but everyone from...

What did the successful management team at Elco's High Park plant do when the consultants first came to the plant?

What is the risk of having a disconnect between strategy formulation and execution?

In addition to emotional and intellectual recognition, fair process allows people to accept what in the interest of the corporation?

The chapter uses Frederick Herzberg's classic study on motivation to support the idea that recognition inspires what?

At the Chester plant, the new performance system judged employees based on the performance of the cell, which led to what negative outcome?

A key problem in the F-35 program was 'accelerated concurrent production.' What does this mean?

What is the ultimate goal of building execution into strategy through fair process?

In the Elco case, what was management's flawed assumption about the Chester plant?

What did Lieutenant General Christopher Bogdan say was the result of improved communication in the F-35 program?