Strategic Managing in a Turbulent World
Learning to Make Your Organization Future-Proof
Erschienen am 1. Februar 2020
275 Seiten
978-94-6276-367-8 (ISBN)
Beschreibung
Old and well-known strategy models are hardly usable when making strategic choices in this era of ever-increasing turbulence.Innovative business and organizational insights on strategic management, appealing examples and practical tools and instruments.Guidance to leaders, professionals and students who wish to further develop their skills in strategic management issues.
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Inhalt
- Cover Page
- Title Page
- Copyright
- Table of Contents
- Prologue
- Preface
- 1 Introduction
- 1.1 Historical perspective
- 1.2 The perfect strategy
- 1.3 A new era
- 1.4 Unprecedented turbulence
- 1.5 Disruptive e ects
- 1.6 Future-proofing under pressure
- 1.7 New paradigm
- 1.8 Reading guide
- Part I Strategic Managing
- Reading Guide Part I
- 2 Strategic perspectives
- 2.1 Interest groups
- 2.2 Dimensions
- 2.3 Domains within organizations
- 2.4 Strategic focus areas
- 2.5 Intermezzo
- 2.6 A holistic view
- 2.7 In conclusion
- 3 Future-proof organizations
- 3.1 Health
- 3.2 Attractiveness
- 3.3 Future-proofing
- 4 Strategic managing
- 4.1 Choices and results
- 4.2 Dynamic process
- 4.3 The objective of strategic managing
- 4.4 Core tasks of leaders
- 4.5 Building blocks
- 4.6 Cognitive skills of leaders
- 4.7 Strategic leadership
- 4.8 Systematic approach
- 4.9 Strategic innovation
- 4.10 The future of strategic managing
- Closing Part I
- Part II Strategic Choices
- Reading Guide Part II
- 5 Purpose
- 5.1 Creating direction
- 5.2 Strategic issues in creating direction
- 5.3 Building blocks for ambition
- 5.4 Building blocks for motives
- 5.5 The influence of turbulence
- 5.6 Purpose Canvas
- 5.7 Key questions and strategy models for purpose
- 5.8 In conclusion
- 6 Foundation
- 6.1 Creating value
- 6.2 Business model
- 6.3 Organization model
- 6.4 Renewing the foundation
- 6.5 Key questions and strategy models for the foundation
- 6.6 In conclusion
- 7 Playing field
- 7.1 Creating space
- 7.2 Business game
- 7.3 Organizational construction
- 7.4 Redesigning the playing field
- 7.5 Key questions and strategy models for the playing field
- 7.6 In conclusion
- 8 Activities
- 8.1 Creating output
- 8.2 Operating model
- 8.3 Collaboration model
- 8.4 New activities
- 8.5 Key questions and strategy models for the activities
- 8.6 In conclusion
- 9 Performance
- 9.1 Interpreting and learning
- 9.2 Strategic focus areas for interpreting and learning
- 9.3 Which results?
- 9.4 Indicators for future-proofing
- 9.5 In conclusion
- 10 Coherent choices about the larger whole
- 10.1 The larger whole
- 10.2 Making consistent choices
- 10.3 Backbone
- 10.4 Strategic agility
- 10.5 Key questions for the whole
- 10.6 In conclusion
- Closing Part II
- Part III Strategic Managing in Practice
- Reading Guide Part III
- 11 The process of strategic managing
- 11.1 Strategic initiatives
- 11.2 Stages in the process
- 11.3 Strategic review
- 11.4 Strategic exploration
- 11.5 Strategic change
- 11.6 Operational execution
- 11.7 Success factors
- 11.8 The role of supervisors
- 11.9 Strategic managing for investors
- 11.10 In conclusion
- 12 Directing the process of strategic managing
- 12.1 The importance of strategic managing
- 12.2 The design of the strategic management process
- 12.3 Activities of the directing team
- 12.4 Formation of teams
- 12.5 Governance criteria
- 12.6 Required competencies
- 12.7 In conclusion
- Closing Part III
- Appendices
- A Schematic representation of the methodology
- B Glossary Strategic Managing
- Index
- About the authors
- Back Cover
