Main description:
This book approaches strategy-making in a way that is designed to assist most organizations develop strategy appropriate to their size, purpose and resources.
It provides a much-needed guide to the strategy-making process by: elaborating the key concepts and theories of strategic management; by illustrating through case vignettes the issues inherent in the process of strategy-making; and by providing extensive and detailed practical guidelines on the methods, techniques and tools employed in the case vignettes.
Key themes explored are: the crucial significance of political feasibility; the role of participation; emphasis on stakeholder management; thinking about alternative futures within the overall process of strategy-making; and using computer support for strategy-making, organizational learning and strategy-delivery.
Table of contents:
PART ONE: THEORY AND CONCEPTS
The Journey/f003 /f001of Strategy Making
Strategy Making as a Journey
The Political Feasibility of Strategy
The Art of Good Journey Making
Working with Strategy Making Teams
Detecting Emergent Strategizing
Strategic Intent
Exploring Distinctive and Core Distinctive Competencies and Developing the Business Model
Thinking about Others in Managing a Strategic Future
Those who can act to support or sabotage
Strategic Adaptability and Opportunism
Managing Alternative Futures
Strategy Making Closure
The Journey Making Model
PART TWO: VIGNETTES
PART THREE: PRACTICE: METHODS,TOOLS AND TECHNIQUES
Individual Interviews Using Cognitive Mapping
The Oval Mapping Technique
A manual way to support groups
Computer Supported Group Workshops
Exploring Stakeholder Analysis and Alternative Futures
The Management of Process, the Design of Interventions and the Facilitation of Groups
Analysing Interview Maps and Analyzing Maps//Computer Models for Managing Workshops
Delivering Strategy
Agreeing Strategic Intent and Strategic Programmes
Developing Strategic Programmes, Actions and a Strategy Delivery Support System (SDSS)
Delivering Strategy
Communication, Project Management, Strategy Review
This book approaches strategy-making in a way that is designed to assist most organizations develop strategy appropriate to their size, purpose and resources.
It provides a much-needed guide to the strategy-making process by: elaborating the key concepts and theories of strategic management; by illustrating through case vignettes the issues inherent in the process of strategy-making; and by providing extensive and detailed practical guidelines on the methods, techniques and tools employed in the case vignettes.
Key themes explored are: the crucial significance of political feasibility; the role of participation; emphasis on stakeholder management; thinking about alternative futures within the overall process of strategy-making; and using computer support for strategy-making, organizational learning and strategy-delivery.
Table of contents:
PART ONE: THEORY AND CONCEPTS
The Journey/f003 /f001of Strategy Making
Strategy Making as a Journey
The Political Feasibility of Strategy
The Art of Good Journey Making
Working with Strategy Making Teams
Detecting Emergent Strategizing
Strategic Intent
Exploring Distinctive and Core Distinctive Competencies and Developing the Business Model
Thinking about Others in Managing a Strategic Future
Those who can act to support or sabotage
Strategic Adaptability and Opportunism
Managing Alternative Futures
Strategy Making Closure
The Journey Making Model
PART TWO: VIGNETTES
PART THREE: PRACTICE: METHODS,TOOLS AND TECHNIQUES
Individual Interviews Using Cognitive Mapping
The Oval Mapping Technique
A manual way to support groups
Computer Supported Group Workshops
Exploring Stakeholder Analysis and Alternative Futures
The Management of Process, the Design of Interventions and the Facilitation of Groups
Analysing Interview Maps and Analyzing Maps//Computer Models for Managing Workshops
Delivering Strategy
Agreeing Strategic Intent and Strategic Programmes
Developing Strategic Programmes, Actions and a Strategy Delivery Support System (SDSS)
Delivering Strategy
Communication, Project Management, Strategy Review