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Crystalising the Strategic Business Landscape : Strategy analysis practices and tools for business leaders and strategy practitioners.
Business strategy is appealing because it contains insights that promise to outsmart and outperform competitors, leading to a future that is better, brighter and more rewarding than the present. But where does good strategy start? In their forthcoming strategy book, Crystallising the strategic busin...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Randburg :
KR Publishing,
2016.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Title Page; Endorsements; Title Page 2; Copyright; Acknowledgements; TABLE OF CONTENTS; ABOUT THE AUTHORS; INTRODUCTION; What this book can do for you; The purpose of the book; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1 Strategy and thinking: Introduction to strategic analysis and synthesis; LEARNING OBJECTIVES; THINKING ABOUT STRATEGY; Why strategy?; Conclusion; Research into the effectiveness and usefulness of strategy formation; Conclusion; SCHOOLS OF STRATEGY FORMATION; Prescriptive schools; Descriptive schools; Conclusion.
- THE STRATEGIC LANDSCAPEThe business environment; The strategic landscape; Landscape as internal strategic structure; Strategy as landscaping; Strategy tools and processes for landscaping; So what is strategy?; THE PROCESS OF STRATEGISING; The future of "the future"; SYSTEMS THINKING; Systems dynamics and systems thinking; Engines of growth (reinforcing loops); Combining R-loops and B-loops; Limits to success; Broker
- friend or foe?; Conclusion; PARADOX AND CONTRADICTION IN STRATEGY; Paradox; Contradiction; Contradictions strategists should be aware of; Summary; GENERAL THINKING DILEMMAS.
- Dysfunctional associations with the concept "strategy""Intuitive" and "reflective" thinking; The bat and ball problem; Mental models; A note on uncertainty; Summary; SO WHAT IS STRATEGY THEN?; An interdependence view; Summary; What next?; THEME 1: FORESIGHT DEVELOPMENT; Chapter 2 Analysis of the global and macro context of an organisation; LEARNING OBJECTIVES; THEME 1: FORESIGHT DEVELOPMENT; BACKGROUND TO A GLOBAL AND MACRO CONTEXT ANALYSIS; The role of business in society; THE EXTERNAL CONTEXT AS DEPARTURE POINT FOR STRATEGIC ANALYSIS.
- GLOBAL STANDARDS TO CONSIDER IN A MACRO EXTERNAL CONTEXT ANALYSISThe Millennium Development Goals and the Sustainable Development Goals; Application tool; Practical guideline; The UN Global Compact; Human rights; Labour standards; Environment; Anti-corruption; Application tool; Practical guideline; GLOBAL RISK ANALYSIS; Application tool; Practical guideline; Application tool; Practical guideline; GENERAL MACRO ENVIRONMENTAL ANALYSIS USING A STEEP VIEW; Application tool; Practical guideline; STAKEHOLDER ANALYSIS; Application tool; Practical guideline.
- CREATING MULTIPLE VALUE: A SUSTAINABLE VALUE ANALYSISApplication tool; Practical guideline; CONCLUSION; Chapter 3 Analysis of the competitive context of an organisation; LEARNING OBJECTIVES; BACKGROUND; INTRODUCTION TO AN INDUSTRY ANALYSIS; Practical guideline on industry analysis; Industry trends: A general analysis; Application tool; Application tool; Industry-dominant economic features analysis; Application tool; Industry profitability, profit pool and market share analysis; Industry competitive forces analysis; Practical guideline on industry competitive forces analysis.