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Bringing Strategy Back : How Strategic Shock Absorbers Make Planning Relevant in a World of Constant Change.
Reconsider Strategy and Make Planning Relevant In Bringing Strategy Back, strategy expert Jeffrey Sampler cuts through the clutter to reveal exactly why the usual tools of strategy are so sorely out of sync with our needs: windows of opportunity close far faster than they once did, many of these opp...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Wiley,
2014.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
| LEADER | 00000cam a2200000Mi 4500 | ||
|---|---|---|---|
| 001 | EBOOKCENTRAL_ocn894790744 | ||
| 003 | OCoLC | ||
| 005 | 20240329122006.0 | ||
| 006 | m o d | ||
| 007 | cr |n||||||||| | ||
| 008 | 141108s2014 xx o 000 0 eng d | ||
| 040 | |a EBLCP |b eng |e pn |c EBLCP |d UKMGB |d OCLCQ |d ZCU |d MERUC |d ICG |d OCLCF |d OCLCO |d OCLCQ |d OCLCO |d OCLCQ |d DKC |d AU@ |d OCLCQ |d OCLCO |d OCLCQ |d OCLCO |d OCLCL | ||
| 016 | 7 | |a 016946622 |2 Uk | |
| 020 | |a 9781118830086 | ||
| 020 | |a 1118830083 | ||
| 029 | 1 | |a DEBBG |b BV043613292 | |
| 029 | 1 | |a GBVCP |b 799966568 | |
| 035 | |a (OCoLC)894790744 | ||
| 050 | 4 | |a HD30.28 .S254 2014 | |
| 082 | 0 | 4 | |a 658.4/092 |
| 049 | |a UAMI | ||
| 100 | 1 | |a Sampler, Jeffrey L. | |
| 245 | 1 | 0 | |a Bringing Strategy Back : |b How Strategic Shock Absorbers Make Planning Relevant in a World of Constant Change. |
| 260 | |a Hoboken : |b Wiley, |c 2014. | ||
| 300 | |a 1 online resource (227 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover; TItle Page; Copyright; Contents; Foreword; Introduction; Setting the Wheels in Motion; Chapter 1 Strategic Shock Absorbers; Chapter 2 Accuracy; Decision Triggers; Air Deccan; Creating Decision Triggers; The Majlis System; The Strategic Wedge; SuperMax; Wedge Opportunities; The Art of Management: Accuracy; Chapter 3 Agility; Constant Adaptation; Frequent Planning Cycles; The Corporate Concierge; Creating a Corporate Concierge; Making Strategy a Bottom-Up Process; Making Bottom-Up Strategy Stick; The Art of Management: Agility; Chapter 4 Momentum; Mastering the End Versus Means. | |
| 505 | 8 | |a Formal PlanningInformal Practices; Using Memes as a Means to an End; The Upside of Ends Versus Means; Intellectual Buffers, Not Physical Buffers; The Art of Management: Momentum; Chapter 5 Foresight; Strategic Assumptions; Changing the System; Alternate Strategies: Scanning the Periphery; Have an Exit Strategy; How to Proceed Toward the Exit; The Art of Management: Foresight; Chapter 6 Execution; Compression and Expansion; DLF's Strategic Shock Absorbers; Expansion Mode; Compression Mode; Balancing Compression and Expansion; The Upside of Oscillation; Chapter 7 Driven by Values. | |
| 505 | 8 | |a How Values Steer StrategyThe Value of Values; Values Dovetail with Competitive Advantage; Values Can Be Embedded across Activities and Processes; Values Create Consistency during Turbulence; Values Are a Platform for Change and Transformation; Values Connect Companies and Customers; Creating a Culture Where Values Matter; Chapter 8 Management Innovation from Fast-Moving Markets; Values Enable Coordination; Absorbing Change without Losing Momentum; Developing Foresight and Anticipating the Future; Executing with Accuracy; Reacting with Agility; Formalizing the Informal; Notes; The Author. | |
| 505 | 8 | |a IndexMore from Wiley; EULA. | |
| 520 | |a Reconsider Strategy and Make Planning Relevant In Bringing Strategy Back, strategy expert Jeffrey Sampler cuts through the clutter to reveal exactly why the usual tools of strategy are so sorely out of sync with our needs: windows of opportunity close far faster than they once did, many of these opportunities are smaller than they once were, growth rates are uneven across markets, and today's competition is more asymmetrical than ever. The upshot for managers is that they need to reorient their approach to absorb the shocks and surprises that strike at a moment's notice. Only then can strategi. | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Strategic planning. | |
| 650 | 0 | |a Organizational change. | |
| 650 | 2 | |a Organizational Innovation | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 6 | |a Changement organisationnel. | |
| 650 | 7 | |a Organizational change |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 758 | |i has work: |a Bringing Strategy Back (Text) |1 https://id.oclc.org/worldcat/entity/E39PCGk4cQwkYTr4hjG9WQDKBP |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Sampler, Jeffrey L. |t Bringing Strategy Back : How Strategic Shock Absorbers Make Planning Relevant in a World of Constant Change. |d Hoboken : Wiley, ©2014 |z 9781118830093 |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=1828209 |z Texto completo |
| 938 | |a ProQuest Ebook Central |b EBLB |n EBL1828209 | ||
| 994 | |a 92 |b IZTAP | ||