The Implementation Challenge
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The Implementation Challenge covers * A framework for implementation * Evaluating a business plan * Change Management * The managerial dimension of small business failure * Translating business strategies into action * The culture change process * The corporate culture * Enterprise and mission statements * Searching for the spirit of enterprise * Communication styles * Business and management training needs * Business-driven competency assessment * Case studies include XEROX, TIMEX and ABB The Wiley Series Contemporary Strategic Concerns will examine specific aspects of strategy. Each book…mehr

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Produktbeschreibung
The Implementation Challenge covers * A framework for implementation * Evaluating a business plan * Change Management * The managerial dimension of small business failure * Translating business strategies into action * The culture change process * The corporate culture * Enterprise and mission statements * Searching for the spirit of enterprise * Communication styles * Business and management training needs * Business-driven competency assessment * Case studies include XEROX, TIMEX and ABB The Wiley Series Contemporary Strategic Concerns will examine specific aspects of strategy. Each book will review the work of leading thinkers and contributors to Strategic Change, and will augment that work to provide a coherent and integrated focus on key issues. Some of the future titles in the series are The Innovation Challenge, The Analytical Challenge, Global Management.
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Autorenporträt
About the author David Hussey is visiting professor of strategic management at Nottingham Business School, Nottingham Trent University, and an author and consultant linked to the global CIMID SA organisation. He was with the Harbridge House Inc organisation for nearly 20 years, and for most of them was managing director of the European consulting and management development activities. His consulting skills in strategic management and HR drew upon his experience in industry in marketing research, strategic planning, and HRM. He was one of the founders of the Society of Strategic Planning, and is a director of the Japan Strategic Management Society, where he is one of a small number of foreign authorities invited to serve in this position. This is his 11th book as author or co-author, and he has edited 11 more, including Rethinking Strategic Management, Wiley, 1995, and The Implementation Challenge, Wiley 1996. He is editor of the journal Strategic Change and of Croner's Journal of Professional HRM. His consulting and educational work has taken him to many parts of Europe, North America, Africa and South East Asia.