Cargando…
Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Randburg :
KR Publishing,
2016.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Endorsements; Title Page; Copyright Page; Acknowledgements; Table of Contents; About the authors; Introduction; Purpose of the book; View on business strategy; Core focus; Who can benefit from this book?; We welcome feedback; Important note by the authors; Chapter 1: Strategic leadership; LEARNING OBJECTIVES; INTRODUCTION; THE CONTEXT; Case study of Vedanta; STRATEGIC THINKING DEPARTURE POINTS; Possibility thinking; Collaborative thinking; Abundance thinking; New economy values thinking; Paradox thinking; STRATEGY-MAKING; Case study of strategy-making in Southern Africa.
- STRATEGIC LEADERSHIPCase study from a Zen master; STRATEGIC ARCHITECTURE; BUSINESS ETHICS THROUGH VIRTUOUS LEADERSHIP PRACTICES; Virtuous leadership; Business ethics and strategic management; Case study of Howard Schultz, CEO of Starbucks; CONCLUSIONS; Chapter 2 Strategy formulation: Generic strategic options and choices; LEARNING OBJECTIVES; INTRODUCTION; STRATEGIC CHOICES RELATED TO ORGANISATION IDENTITY AND ASPIRATIONS; Vision description and analysis; Mission or purpose description and analysis; Organisational values description and analysis; Case study of SABMiller.
- Case study of Woolworths24Conclusions on identity and aspirational descriptions; HIGH-LEVEL GENERIC STRATEGIC CHOICES; Porter's generic competitive strategic options; Case study of Zara's generic strategic choice45; Case study of Shoprite Group; Treacy and Wiersema's three value disciplines; Digital and physical orientation options; Industry-based strategic style choices; Strategic posture options; Foreign market entry options; GRAND STRATEGY CHOICES; Competence-based growth strategies; External-orientated growth strategies; Strategic space growth strategies; Rationalisation strategies.
- CONCLUSIONSChapter 3 Strategy formulation: Business model formulation; LEARNING OBJECTIVES; INTRODUCTION; THE BUSINESS MODEL CANVAS; Customer segments; Value proposition; Channels; Customer relationships; Revenue streams; Key resources; Key activities; Key partnerships; Cost structure; THE LEAN CANVAS; EXPANDED BUSINESS MODEL CANVAS; Customer retention; Key metrics; Competitive advantage; PROCESS OF BUSINESS MODELLING; NORMATIVE ASSESSMENT OF COMPETITIVE STRATEGIES; Case study of Uber (South Africa)415; CONCLUSION; Chapter 4 Multiple futures; LEARNING OBJECTIVES; THE SCENARIO APPROACH.
- Methodological underpinningsCase study: Recent scenarios for South Africa; Case study: A time traveller's guide to our next 10 years; SCENARIOS AS LEARNING TOOLS TO VISIT THE FUTURE IN ADVANCE; What is scenario learning?; The fuel for scenario development and learning is imagination; Application tool: Purpose and goals associated with scenarios as a learning and discovery tool; Disadvantages of the scenario approach; GUIDELINES ON HOW TO MOBILISE TEAMS FOR A SCENARIO DEVELOPMENT DIALOGUE; THE PROCESS OF SCENARIO DEVELOPMENT: STEPS AND CONTENT.