This pioneering book is a practical guide to developing and communicating technology and engineering strategies. It describes many easy-to-use tools, new and established, for supporting activities such as solution design, system monitoring, risk identification, project management, the development of personnel, and ethical decision making.
This pioneering book is a practical guide to developing and communicating technology and engineering strategies. It describes many easy-to-use tools, new and established, for supporting activities such as solution design, system monitoring, risk identification, project management, the development of personnel, and ethical decision making.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
P.J. Moar practises as an independent management and technology consultant and has been working with technologists, engineers, educationalists, and risk professionals for three decades. He was formerly an infrastructure manager with General Electric (GE). Moar was awarded the 1991 J. Elizabeth Morris Prize by the University of Wales, and in 2005 received a Letter of Commendation from the University of Cambridge. He later undertook research in technology policy and engineering theory both at MIT and Cambridge, work subsequently published by the Royal Academy of Engineering.
Inhaltsangabe
PART I Definitions, scoping, and challenges 1. The Formalities: How organisations communicate strategies 2. Key components: The parts that make the whole 3. Scoping the subject: What should we expect from a strategy? 4. The unexpected: In the realm where uncertainty is King 5. A shadow of doubt: Why light rarely shines on the future 6. The origins of uncertainty: Eighteen sources of shock and surprise 7. Strategy in mind: How our thoughts shape decisions PART II Strategy in practice 8. A stake in the strategy: Understanding the parties that matter 9. Do it Right! Conflicting values in a complex world 10. What's new? Succeed by innovating and by not innovating 11. Navigating uncertainty: Getting to where we want to go PART III Something to take away 12. A strategy blueprint: The five dimensions process 13. Inputs and outputs: Lessons learned and how to apply them
PART I Definitions, scoping, and challenges 1. The Formalities: How organisations communicate strategies 2. Key components: The parts that make the whole 3. Scoping the subject: What should we expect from a strategy? 4. The unexpected: In the realm where uncertainty is King 5. A shadow of doubt: Why light rarely shines on the future 6. The origins of uncertainty: Eighteen sources of shock and surprise 7. Strategy in mind: How our thoughts shape decisions PART II Strategy in practice 8. A stake in the strategy: Understanding the parties that matter 9. Do it Right! Conflicting values in a complex world 10. What's new? Succeed by innovating and by not innovating 11. Navigating uncertainty: Getting to where we want to go PART III Something to take away 12. A strategy blueprint: The five dimensions process 13. Inputs and outputs: Lessons learned and how to apply them
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