Making Strategy: Mapping Out Strategic SuccessThis book takes students and practitioners through the process of making strategy in easy-to-follow steps, showing the reader how to identify the true goals of the organization and develop a clear action plan for achieving them. These techniques can be used to develop a business model and manage key strategic issues for teams, units and departments, as well as for a complete organization. The Second Edition includes more real-life example, added resource appendices, and deeper guidance in identifying and developing the distinctive competencies unique to individual organizations. |
Contents
The Structure and Design of the Book How to Read the Book | 1 |
1 Strategy as Focus | 5 |
2 Strategic Management is a Social Process | 14 |
3 Strategy as the Prioritisation and Management of Key Issues | 39 |
4 The Issue Management Forum | 65 |
Agreeing Goals and Aspirations for the Organisation | 109 |
6 The Strategy as Purpose Forum | 147 |
7 Strategy as Competitive Advantage | 177 |
10 The Stakeholder Management Forum | 253 |
11 Facilitating Groups in Strategy Making | 273 |
12 The Continuation and Closure of the Strategy Making Journey | 287 |
Decision Explorer | 315 |
Bibliography | 331 |
| 345 | |
| 349 | |
How to access Decision Explorer and Additional Resources | 355 |
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Common terms and phrases
ability achieve Ackermann action analysis arrows Balanced Scorecard behaviour build business goals captured Causal Mapping Software chapter client clusters competitive advantage complexity consider contributions core competences create culture of entitlement Decision Explorer deliver delivery designed develop discussion distinctive assets distinctive competence outcomes dynamic effective emergent encourage ensure example exploit facilitator feedback loop Figure focus focused goals system Group Support Systems Harvard Business Review identify IKEA impact important increase interest issue management forum key stakeholders management team manager-client material minutes negative goals negotiation options organisation participants particular pattern perspectives positive possible potential power-interest grid procedural justice realised recognise relationships reverse engineering Review role scenario planning Script significant staff statement of strategic strategic change strategic future strategic intent strategic issues Strategic Management strategy forum structure success surfacing task tegic thinking understanding virtuous cycles