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For Immediate Release
New Book Reveals Simple Path To Strategic Dominance

	For more information or to purchase books, contact: Decision Processes International 10 Bay Street Westport, CT 06880 Phone 1-800-336-7685 (in Connecticut 1-203-454-1286) or online at www.decisionprocesses.com

June 6, 2005

Westport, CT – The old model of creating corporate strategy—hiring an army of consultants to tell management how to run the business—is dead, according to author Michel (Mike) Robert in his ground-breaking new book published by McGraw Hill, The New Strategic Thinking, Pure and Simple.

Taking its place is a common sense methodology, called The Strategic Thinking Process.  A structured critical thinking process, it enables top managers to forge their own strategy, not that of an outsider, based on their many combined years of experience and knowledge of their own business, their industry and the changes they see taking place in the future.

In this new book, Robert carefully outlines the concepts behind the process that has enabled such companies as Caterpillar, FedEx Custom Critical, Ball Corporation, Pulte Homes and literally hundreds of others to achieve outstanding long-term results.  Interviews with the CEOs of several companies who regularly employ the process show how this methodology can apply to virtually any company in any industry.

Said Don Fites, who led Caterpillar through several stellar years using Strategic Thinking, “If you want to maintain your leadership, or even survive, this process is better than any I’ve seen.  The creation of shareholder value has been rather spectacular.”

In plain language, understandable to any business person, Robert explains how to:

• Avoid the Ten Deadly Sins that lead to strategic malaise.
• Determine the company’s DNA—its Driving Force and Areas of Excellence.
• Decode the future.
• Construct a future strategic profile.
• Strategize for the future, not the present.
• Determine which products, customers and markets to pursue and not pursue.
• Demystify and control the sandbox.
• Determine who sets the rules, who influences the rules, and who is at the mercy of
  those that do.
• Develop a strategy that will control the rules and build supremacy over competitors.
• Choose competitors, not be chosen by them.
• Identify potential new stealth competitors.

Robert also describes the step-by-step Strategic Thinking Process in detail, showing how a strategy, created by those charged with deploying it, breeds deep understanding and commitment to effective implementation.

Michel Robert is founding partner of Decision Processes International, Inc. (DPI), a global consulting firm with 60 partners in 15 countries whose clients include Caterpillar, Hartford Insurance, Phelps Dodge, and GATX.  Robert is the author of fifteen books on the subject of corporate strategy, including The Power of Strategic Thinking, Product Innovation Strategy Pure & Simple, and Strategy Pure and Simple II, and is credited with coining the term "strategic thinking."