Praise for Dynamic Strategy-Making > --WARREN BENNIS, Distinguished Professor of Business, University of Southern California; and coauthor, Transparency > --DAVID A. NADLER, vice chairman, Marsh & McLennan Companies; senior partner, Oliver Wyman-Delta Organization and Leadership; and author, Building Better Boards and Competing By Design > --MANJIT SINGH, chairman, Sony Entertainment Television, India; and former CEO, Compete Inc., High Circle, Future Step, and Korn/Ferry International
Praise for Dynamic Strategy-Making > --WARREN BENNIS, Distinguished Professor of Business, University of Southern California; and coauthor, Transparency > --DAVID A. NADLER, vice chairman, Marsh & McLennan Companies; senior partner, Oliver Wyman-Delta Organization and Leadership; and author, Building Better Boards and Competing By Design > --MANJIT SINGH, chairman, Sony Entertainment Television, India; and former CEO, Compete Inc., High Circle, Future Step, and Korn/Ferry International
Larry E. Greiner Larry E. Greiner is professor of management and organization at the Marshall School of Business at the University of Southern California. Thomas G. Cummings is professor and chair of the Department of Management and Organization at the University of Southern California.
Inhaltsangabe
Preface vii The Authors xi 1. Demise of Strategic Planning and Its Dynamic Replacement 1 2. Lessons from Experience 17 3. Lessons from Strategy Knowledge 31 4. Building a Strategic System 43 5. Making a Strategic Assessment 57 6. Crafting a Strategic Statement 67 7. Using Guided Involvement 97 8. Leading, Changing, and Following-Up in Real Time 119 9. Facilitating Real-Time Strategy: A New Role for Consultants 137 10. Real-Time Issues FAQ 153 11. Last Words on Underlying Themes 163 Appendix A: Coast Yellow Pages-A Research Case Study 169 Appendix B: Gamma Bank-A Research Case Study 185 Appendix C: Petrofuels Energy-A Research Case Study 193 Appendix D: Johnson & Johnson Statement of Strategic Direction 211 References 213 Index 221
Preface vii The Authors xi 1. Demise of Strategic Planning and Its Dynamic Replacement 1 2. Lessons from Experience 17 3. Lessons from Strategy Knowledge 31 4. Building a Strategic System 43 5. Making a Strategic Assessment 57 6. Crafting a Strategic Statement 67 7. Using Guided Involvement 97 8. Leading, Changing, and Following-Up in Real Time 119 9. Facilitating Real-Time Strategy: A New Role for Consultants 137 10. Real-Time Issues FAQ 153 11. Last Words on Underlying Themes 163 Appendix A: Coast Yellow Pages-A Research Case Study 169 Appendix B: Gamma Bank-A Research Case Study 185 Appendix C: Petrofuels Energy-A Research Case Study 193 Appendix D: Johnson & Johnson Statement of Strategic Direction 211 References 213 Index 221
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