This book shows that while great strategic thinking is hard, it is not a mystery. Widely applicable and relevant for managers and leaders at all levels, especially executive teams charged with setting the course of their organizations, it is essential reading for anyone faced with practical problems of strategic management.
This book shows that while great strategic thinking is hard, it is not a mystery. Widely applicable and relevant for managers and leaders at all levels, especially executive teams charged with setting the course of their organizations, it is essential reading for anyone faced with practical problems of strategic management.
Preface Part I. Introduction 1. Arguing for Organizational Advantage Part II. Three Activities for Making Great Strategy 2. Mapping Strategy 3. Logic for Strategy 4. Arguing in Organizations Part III. Applying Strategy Arguments 5. Arguing About an Uncertain Future 6. Formulating Strategy 7. Communicating Strategy Part IV. Arguing Deeper 8. Elaborating the Strategy 9. Perceived Quality Strategies Part V. Conclusion 10. The Pillar of Strategy Part VI. Appendices Appendix A: Terminology Appendix B: Dissecting Strategy: A Primer Notes References Index
Preface Part I. Introduction 1. Arguing for Organizational Advantage Part II. Three Activities for Making Great Strategy 2. Mapping Strategy 3. Logic for Strategy 4. Arguing in Organizations Part III. Applying Strategy Arguments 5. Arguing About an Uncertain Future 6. Formulating Strategy 7. Communicating Strategy Part IV. Arguing Deeper 8. Elaborating the Strategy 9. Perceived Quality Strategies Part V. Conclusion 10. The Pillar of Strategy Part VI. Appendices Appendix A: Terminology Appendix B: Dissecting Strategy: A Primer Notes References Index
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