Process-based Strategic Planning

A company's strategies define its future direction specifying not only target market positions for many years to come, but also the key competitive advantages both at the level of the market offers and for resources. Developing future strategies is an important and complex task which is the core issue in this book. After a short introduction to strategic planning a heuristic process for determining future strategies is presented. This process is divided into seven steps and for each of these steps detailed recommendations for problem-solving are provided and illustrated through many concrete examples. The new edition is improved and contains new material. Any organization must ask three interrelated questions in order to develop its strategy: where are we, where do we want to be, and how will we get there? While the questions do not change over time, the realities and environments that companies face do. Given today's realities, how should companies answer these questions as they face the challenges of the 21st century? In this book, leading business school educators use their academic, yet managerially-relevant, research to explore these questions. They divide the book into three sections - Understand Your Situation, Develop Your Options, and Lead the Change - and take the reader through some of the latest thinking that helps answer these questions. All the authors have extensive international experience of working with senior managers and are well known academic researchers in their field. They present their ideas in a straightforward, lively, and purposeful way. Their goal is to inform, challenge, and provide practical advice and tools. The book serves as a guide to a range of contemporary business challenges, such as managing uncertainty, creating new markets through innovation, energizing people, leading clever people in organizations with limited hierarchy, and introducing radical change. The central focus is on the core concerns and responsibilities of senior management - strategy and leadership. Clear, crisp, and to the point, this book provides an invaluable and coherent summary of some of the best current business school thinking on contemporary challenges facing organizations. It will be an ideal guide for both MBAs and practicing managers. Introduction / Robert Galavan, John Murray, and Costas Markides Understand your situation The economics of global competition: implications for business / Dermot McAleese and Gerard OBrien From customer understanding to strategy innovation: practical tools to establish competitive positioning / Cliff Bowman and Richard Schoenberg And the winner takes it all? Necessary conditions and entry strategies in winner take all market / Rita Gunther McGrath Understanding the financial footprint of strategy / William C. Lawler HR dreams: where human resource management is headed to deliver value / Dave Ulrich Services, counsel, and values: managing strategically in the public sector / J.A. Murray Develop your options The rising costs of offering valueless propositions in a connected world / Sen Meehan and Willem Smit Managing the evolving global production network / Kasra Ferdows From lines to loops: an iterative approach to strategy / Donald Sull Opening up strategic space through discontinuous innovation / John Bessant How to create the industries of the twenty first century / Costas Markides Lead the change Leading in the knowledge economy / Rob Goffee and Gareth Jones The leaders prison / Robert Galavan and John Cullen Nurturing innovation hot spots / Lynda Gratton The contrasting faces of the chairman of the board / Nada K. Kakabadse, Andrew P. Kakabadse, and Linda LeeDavies The leader as negotiator / Kathleen Reardon and Andrew McLaughlin Gaining strategic advantage through talent management / Jay A. Conger Index. "Any organization must ask three interrelated questions in order to develop its strategy: where are we, where do we want to be, and how will we get there? While the questions do not change over time, the realities and environments that companies face do. Given today's realities, how should companies answer these questions as they face the challenges of the 21st century? In this book, leading business school educators use their academic, yet managerially-relevant, research to explore these questions. They divide the book into three sections - Understand Your Situation, Develop Your Options, and Lead the Change - and take the reader through some of the latest thinking that helps answer these questions. All the authors have extensive international experience of working with senior managers and are well known academic researchers in their field. They present their ideas in a straightforward, lively, and purposeful way. Their goal is to inform, challenge, and provide practical advice and tools. The book serves as a guide to a range of contemporary business challenges, such as managing uncertainty, creating new markets through innovation, energizing people, leading clever people in organizations with limited hierarchy, and introducing radical change. The central focus is on the core concerns and responsibilities of senior management - strategy and leadership."--Publisher's website Process-based Strategic Planning......Page 1 CONTENT......Page 2 INTRODUCTION......Page 25 1.front-matter......Page 29 1.1......Page 30 1.2......Page 37 1.3......Page 45 2.front-matter......Page 52 2.1......Page 53 2.2......Page 66 2.3......Page 94 3.front-matter......Page 101 3.1......Page 103 3.2......Page 141 4.front-matter......Page 165 4.1......Page 168 4.2......Page 185 4.3......Page 234 5.front-matter......Page 258 5.1......Page 261 5.2......Page 288 5.3......Page 309 5.4......Page 328 6.front-matter......Page 349 6.1......Page 351 6.2......Page 366 6.3......Page 384 back-matter......Page 390 Any organization must ask three interrelated questions in order to develop its strategy: where are we, where do we want to be, and how will we get there? Given today's realities, how should companies answer these questions? In this book, leading business school academics use their managerially-relevant research to explore these questions. Useful manual for managers of strategy management projects. Presents and illustrates methods and tools of strategic planning. The approach explained contains detailed recommendations and examples. Previous edition has sold 900 copies world wide since its release in 2002.