Managing Strategy

The development of effective strategy - and its effective and successful implementation - is a continuous process and cannot be viewed a standalone event. Strategy frameworks may provide the rules and the route map towards a confident outcome, but, in much the same way as the Highway Code provides the architecture for developing good driving technique but cannot itself make you a good driver, other factors are vital in ensuring overall implementation success. Participants need to know 'where' they are starting, how corporate culture can make or break a project, what risks are involved, and how to adapt their plans as circumstances change around them.

Managing Strategy offers a new and dynamic way of assessing the environment in which to implement strategy, while at the same time showing that continual review and evaluation is essential is keep strategy on track and goal-focused. Starting with an analysis of key factors such as execution capability, business instinct and strategy processes, the authors discuss the most famous (and infamous) strategy modelling tools to show where and how they should be used. Chapters look at the execution phase itself - from leadership and organizational alignment to rewards and recognition, and buidling an execution culture. Finally, the book offers practical advice on how to get started, and what to do when things don't go according to plan.