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Real Time Strategy When Strategic Foresight Meets Artificial Intelligence.
Combining classical scenario thinking (the gentle art of perception) with the analytical power of big data and artificial intelligence, Real Time Strategypresents the decision making of the future which enables decision makers to develop dynamic strategies, monitor their validity, and react faster.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Bingley :
Emerald Publishing Limited,
2020.
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| Temas: | |
| Acceso en línea: | Texto completo Texto completo |
MARC
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| 082 | 0 | 4 | |a 658.4/012 |2 23 |
| 049 | |a UAMI | ||
| 100 | 1 | |a Schühly, Andreas. | |
| 245 | 1 | 0 | |a Real Time Strategy |h [electronic resource] : |b When Strategic Foresight Meets Artificial Intelligence. |
| 260 | |a Bingley : |b Emerald Publishing Limited, |c 2020. | ||
| 300 | |a 1 online resource (209 p.) | ||
| 336 | |a text |2 rdacontent | ||
| 337 | |a computer |2 rdamedia | ||
| 338 | |a online resource |2 rdacarrier | ||
| 500 | |a Description based upon print version of record. | ||
| 505 | 0 | |a Intro -- FM -- Half Title -- Title Page -- Copy Right Page -- Dedication -- Contents -- List of Tables and Figures -- An Initial Reflection -- Chapter 1: Three cheers to uncertainty -- The Trap of Static Strategy -- Towards Dynamic Strategic Thinking -- Dimensions of Dynamic Strategy -- Clarity: Take the Long View -- Validity: Embrace Uncertainty and Manage Complexity -- Relevance: Execute with Purpose -- Chapter 2: The validity of traditional scenario planning -- What Are Scenarios? -- How Scenarios Differ from Predicting or Forecasting the Futu -- A Short History of Scenario Planning | |
| 505 | 8 | |a Scenario Planning Application -- Guidelines for Designing Scenarios -- The Long View -- Outside-in Thinking -- Plausibility -- Holistic View -- Embrace Uncertainty -- Zoom-out, Zoom-in -- Machine Objectivity Meets Human Intuition -- Number of Scenarios -- Scenario Team -- Chapter 3: The traditional scenario planning process -- Focal Question -- Driving Forces -- Critical Uncertainties -- Scenario Framework -- Scenario Narratives -- Implications and Options -- Monitoring Scenarios With Cutting-Edge Technology -- Chapter 4: How the scenario process is changing | |
| 505 | 8 | |a Crowdsourcing Ideas and Ai-Generated Insights -- Democratising Scenario Processes -- Speeding up the Scenario Process -- New Ways of Telling Stories -- Chapter 5: Superpower for strategists -- The Secret of Strategic Success -- and Failure -- The Original Strength of Strategists -- Our True Enemies -- Enemy No. 1: Complexity -- Enemy No. 2: Adaptiveness -- Attempts to Protect Against the Enemies -- Our Ultimate Superpower Against Our Strongest Enemies -- From Fiction to Science to Strategy -- Chapter 6: Real-time scenario modelling -- How ai can Augment the Research Stage -- Focal Question | |
| 505 | 8 | |a Driving Forces -- How ai can Augment The Modelling Stage -- Scenario Framework -- Scenario Narratives -- How ai Can Augment the Monitoring Stage -- Scenario Monitoring -- Scenario Health -- Chapter 7: Closing perspectives -- Perspective 1: Storytelling in a Data-Driven World -- Uncertainty Is a Given, But How Do We Master It? -- Strategy Is About Hard Facts -- Really? -- Strategy Beyond Ethics -- Maintain the Doubt -- Narratives Remain Valid in Strategy -- Perspective 2: The Future of Collective Sense-Making -- A Forced Upgrade to Collective Thinking -- The Stakes Could Not Be Higher | |
| 505 | 8 | |a Perspective 3: a Decision-Making Utopia -- A Story of Storytelling -- There Are No Simple Answers to Interesting Challenges -- Proposal for a New Decision-Making Culture -- References -- Index | |
| 520 | |a Combining classical scenario thinking (the gentle art of perception) with the analytical power of big data and artificial intelligence, Real Time Strategypresents the decision making of the future which enables decision makers to develop dynamic strategies, monitor their validity, and react faster. | ||
| 504 | |a Includes bibliographical references. | ||
| 590 | |a Emerald Insight |b Emerald All Book Titles | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Strategic planning. | |
| 650 | 0 | |a Artificial intelligence. | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 6 | |a Intelligence artificielle. | |
| 650 | 7 | |a artificial intelligence. |2 aat | |
| 650 | 7 | |a Business strategy. |2 bicssc | |
| 650 | 7 | |a Business & Economics |x Strategic Planning. |2 bisacsh | |
| 650 | 7 | |a Artificial intelligence |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 700 | 1 | |a Becker, Frank |c (Senior manager) |1 https://id.oclc.org/worldcat/entity/E39PCjGTjMcpcyMkY84KyxV4hd | |
| 700 | 1 | |a Klein, Florian |q (Florian Wolfram) |1 https://id.oclc.org/worldcat/entity/E39PCjJ7VY7BypMRfP7Pcvx8VK | |
| 758 | |i has work: |a Real Time Strategy (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFvWrgMt9PTKyq8CHrD3Xq |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Schühly, Andreas |t Real Time Strategy : When Strategic Foresight Meets Artificial Intelligence |d Bingley : Emerald Publishing Limited,c2020 |z 9781787568129 |
| 856 | 4 | 0 | |u https://www.emerald.com/insight/publication/doi/10.1108/9781787568112 |z Texto completo |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=6177633 |z Texto completo |
| 938 | |a Askews and Holts Library Services |b ASKH |n AH36943644 | ||
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