This second edition extends the original design thinking for the strategy process by adding a robust framework for strategic decision-making based on customer value creation and firm value appropriation rooted in the jobs-to-be-done theory. It particularly focuses on how market structures, including peer-to-peer markets, impact strategy design. Uniquely applying insights from design thinking to strategy, this book is a must-read for graduates, MBAs, and executives interested in innovation and strategy, as well as corporate strategists, innovation managers, business analysts, and consultants.