This text presents a three-level approach to the process of strategy making and provides an integrated resource for all those concerned with translating strategic theory into management practice. Cross-referenced throughout, the three parts of the text: elaborate the theory and concepts of strategic management; illustrate through case vignettes the process of strategy making; and provide practical guidelines on the methods, tools and techniques employed in the vignettes. The reader, together with the authors, embarks on a "journey" of strategy making that offers a tool for strategic decision making and all systems and operations management.
Table of Contents
PART ONE: THEORY AND CONCEPTS The Journey of Strategy Making Strategy Making as a Journey The Political Feasibility of Strategy The Art of Good Journey Making Working with Strategy Making Teams Detecting Emergent Strategizing Strategic Intent Exploring Distinctive and Core Distinctive Competencies and Developing the Business Model Thinking about Others in Managing a Strategic Future Those who can act to support or sabotage Strategic Adaptability and Opportunism Managing Alternative Futures Strategy Making Closure The Journey Making Model PART TWO: VIGNETTES PART THREE: PRACTICE: METHODS,TOOLS AND TECHNIQUES Individual Interviews Using Cognitive Mapping The Oval Mapping Technique A manual way to support groups Computer Supported Group Workshops Exploring Stakeholder Analysis and Alternative Futures The Management of Process, the Design of Interventions and the Facilitation of Groups Analysing Interview Maps and Analyzing Maps/Computer Models for Managing Workshops Delivering Strategy Agreeing Strategic Intent and Strategic Programmes Developing Strategic Programmes, Actions and a Strategy Delivery Support System (SDSS) Delivering Strategy Communication, Project Management, Strategy Review