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In a world characterized by increasing complexity and volatility, managers must be able to flexibly adapt their strategies to changing environmental conditions. Traditional strategic management frameworks often fail in this context. Therefore, we present "scenario-based strategic planning" as a framework for strategic management in an uncertain world. Previous approaches to scenario planning were complex and focused on the long term, but the approach developed by Roland Berger and the Center for Strategy and Scenario Planning at HHL Leipzig Graduate School of Management is different. By designing appropriate tools and integrating scenario planning into strategic planning, we have made our approach less complex and easier for firms to apply. We illustrate the approach with examples from different industries.
Strategy Journeys starts from the premise that strategic planning suffers from a bad press: it can be seen as complex, technical, remote from the day-to-day reality of an organisation, undertaken by an elite specialist executive group, producing threatening changes whose rationale is barely understood – or, perhaps worse still, having no worthwhile impact at all. For many senior executives, strategic planning is too daunting a task, which is why they often seek help from those with the expertise to guide the process: they have a severe lack of confidence in their own ability to design, plan and implement such an important and major project. Yet organisations have never had greater need for...
Strategy Journeys starts from the premise that strategic planning suffers from a bad press: it can be seen as complex, technical, remote from the day-to-day reality of an organisation, undertaken by an elite specialist executive group, producing threatening changes whose rationale is barely understood – or, perhaps worse still, having no worthwhile impact at all. For many senior executives, strategic planning is too daunting a task, which is why they often seek help from those with the expertise to guide the process: they have a severe lack of confidence in their own ability to design, plan and implement such an important and major project. Yet organisations have never had greater need for...
Editors are well known experts in the field as are many of the contributors Spatial and technological networks are of high interest and this book examines their relationship and deals with the challenges that they raise for planners and policy makers A strong focus on the political and sociological aspect of network-based societies and cities
The premise of the book is to provide insight into new ways through which corporations create and execute strategies. It is the result of a 24-hour intensive workshop that brought together over twenty strategy practitioners from multiple industries. They were asked to consider the proposition that strategy is shifting from a product of an élite group of people within the firm to a process that aggregates strategic thinking from all levels of the firm.
Strategic Management and Competitive Advantage provides the most accurate, relevant, and complete presentation of strategic management today.This book is thoroughly updated to include cutting edge research and trends that are shaping business strategy.The editor guides students through the strategic management process using a unique model that blends the classic industrial organisational model with the resource-based view of the firm to explain how firms use the strategic management process to build a sustained competitive advantage.The text includes current and relevant examples to provide context for key concepts, outstanding figures and models to illustrate key points, and other section contains engaging and exemplary cases that cover a broad range of critical issues confronting managers today.
This book is exceptional treatise on strategic planning for single-business companies that is at once academically rigorous and uncommonly practical.
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Strategic Planning in London: The Rise and Fall of the Primary Road Network examines the relationship between order and change in the urban planning process. Focusing on the planning of Greater London during 1943 to 1973, the book describes how strategic road planning and urban order has changed over this period. The text analyzes why the large-scale planning of high-speed major roads in Greater London has failed. Chapter 1 examines traditional master planning and disjointed incrementalism and outlines a conceptual model based on an iterative approach to urban planning. Chapter 2 considers the way in which traffic congestion in Greater London was defined in the late 1950s and early 1960s. Chapter 3 and 4 describes Abercombrie-Buchanan approach to highway and urban and planning. Chapter 5 points out the ways in which the concept of traffic congestion was broadened in the late 1960s and early 1970s. Finally, Chapter 6 focuses on the control mechanisms used in the planning period from 1943 to 1973. This book will be of interest to engineers who are seeking a comprehensive analysis of strategic planning.
Strategy is becoming more 'open' - more transparent and more inclusive. Opening Strategy tells the story of how corporate strategists and strategy consultants have worked since the middle of the last century to open up the strategy process. First strategic planning, then strategic management, and now 'open strategy' have all brought more people into the strategy process and provided more strategic information, for the benefit of both business and society at large. Informed by interviews with corporate strategists and consultants at leading firms such as General Electric and McKinsey & Co, and drawing on the historical archives of strategy's pioneers, this book provides vivid insights into th...