E-Book, Englisch, 185 Seiten
Stigter / Cooper Solving the Strategy Delusion
2015
ISBN: 978-1-137-39469-9
Verlag: Palgrave Macmillan UK
Format: PDF
Kopierschutz: 1 - PDF Watermark
Mobilizing People and Realizing Distinctive Strategies
E-Book, Englisch, 185 Seiten
ISBN: 978-1-137-39469-9
Verlag: Palgrave Macmillan UK
Format: PDF
Kopierschutz: 1 - PDF Watermark
Solving the Strategy Delusion matters to anyone interested in realising strategy in the 21st century. The book challenges conventional and 'delusional' approaches to strategy. It offers different ways of seeing, thinking, planning, acting, and mobilising when it comes to making strategy happen in a world of volatility and complexity.
Autoren/Hrsg.
Weitere Infos & Material
1;Cover;1
2;Title;6
3;Copyright;7
4;Dedication;8
5;Contents;10
6;List of Figures;12
7;Foreword by;13
8;Acknowledgements;16
9;About the Authors;17
10;1 What’s Going On?;18
10.1;The Change delusion;19
10.2;The Planning delusion;22
10.3;The Behavioural delusion;26
10.4;The Customer delusion;28
10.5;The People delusion;29
10.6;The Leadership delusion;32
11;2 Strategic Sensing – Not Just Thinking;37
11.1;Trapped in the north view;38
11.2;In search of D-options;39
11.3;The need for strategic sensing;41
11.4;Stretching seeing;42
11.5;Stretching feeling;47
12;3 Co-Creating a Compelling Story;53
12.1;The mobilizing challenge: people who Can, Know and Want;53
12.2;The power of collective dialogue and sensemaking;56
12.3;Making collective sense of seven ‘simple’ questions;58
13;4 Co-Creating Distinctive Strategies;75
13.1;Beyond conventional planning;76
13.2;Beyond monopolized planning;77
13.3;Co-creating with the board;78
13.4;Co-creating with internal outsiders;81
13.5;Co-creating with customers;84
13.6;Co-creating with mass-consumers;86
13.7;Co-creating with additional stakeholders;90
14;5 Realizing Distinctive Strategies;92
14.1;Linking strategy creation and execution;95
14.2;Middle managers don’t just do;98
14.3;Changing engines whilst flying the plane;101
14.4;Realizing strategy through individual action;108
15;6 Overcoming Inertia;110
15.1;Organizational inertia – asleep at the switch;112
15.2;Individual inertia – the elephant in the room;113
15.3;Why do individual employees withdraw energies?;118
15.4;What are key drivers for exerting extra-energies?;124
15.5;The longing for recognition;127
16;7 Sustaining Organizational Energy;137
16.1;Sustaining customer-centricity;137
16.2;Sustaining critical mass;140
16.3;Sustaining combined energies at multiple levels;141
16.4;Sustaining momentum;144
16.5;Sustaining energy through social media;147
16.6;Sustaining leadership orchestration;148
17;Afterword;153
18;Glossary;156
19;Notes;164
20;Index;178
