Making strategy: mapping out strategic success
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Los Angeles, Calif. [u.a.]
Sage Publ.
2011
|
| Ausgabe: | 2. ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024442761&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XVI, 353 S. graph. Darst. |
| ISBN: | 9781849201209 9781849201193 |
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| 100 | 1 | |a Ackermann, Fran |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Making strategy |b mapping out strategic success |c Fran Ackermann ; Colin Eden |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Los Angeles, Calif. [u.a.] |b Sage Publ. |c 2011 | |
| 300 | |a XVI, 353 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 700 | 1 | |a Eden, Colin |e Verfasser |4 aut | |
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Datensatz im Suchindex
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|---|---|
| adam_text | ABOUT THE AUTHORS
ACKNOWLEDGEMENTS
INTRODUCTION
AIMS
ACCESSIBILITY
THEORY AND PRACTICE: CHAPTER PAIRS
EXAMPLES AND CASE MATERIAL
COMPUTER SOFTWARE AND GROUP SUPPORT
1 STRATEGY AS FOCUS
NEGOTIATING A SUCCESSFUL STRATEGY: THE SOCIAL PROCESS OF
STRATEGY MAKING
CHANGING MINDS AND BEHAVIOUR: THE ROLE OF CAUSAL BELIEFS
CHANGING WAYS OF THINKING AND ACTING: CHANGING THE
MEANING OF ACTION
STRATEGY MAKING AND STRATEGIC PROBLEM SOLVING
NOTES
2 STRATEGIC MANAGEMENT IS A SOCIAL PROCESS
STRATEGY MAKING AND THE NATURE OF GROUPS
POLITICAL FEASIBILITY
ENGAGEMENT, FAIRNESS AND COMMITMENT
PARTICIPATION IN STRATEGY MAKING
COMMUNICATION IN STRATEGY MAKING
LEADERSHIP BEHAVIOUR IN STRATEGY MAKING
FACILITATED SUPPORT: THE NATURE OF NEGOTIATION
THE ROLE OF EQUIVOCALITY
ACKNOWLEDGEMENT AND FACE SAVING?
THE ROLE OF SYNTHESIS
CREATIVITY
FACILITATED SUPPORT: THE USE OF A GROUP SUPPORT SYSTEM
THE SIGNIFICANCE OF ATTENTION TO GROUP PROCESSES FOR STRATEGY MAKING
XV
XVII
2
2
3
3
6
9
10
11
11
14
16
17
19
21
22
23
24
24
25
25
27
27
29
VIII CONTENTS
THE DESIGNED STRATEGIC CONVERSATION AND THE LEARNING ^
ORGANISATION AND ORGANISATIONAL LEARNING
THE DESIGNED SOCIAL PROCESS OF STRATEGY MAKING DETERMINES ^
THE SUCCESS OF STRATEGY
WHAT MIGHT BE WRONG WITH MAKING STRATEGY BY PAYING
32
ATTENTION TO SOCIAL PROCESSES?
SURELY THE JOB OF A MANAGEMENT TEAM IS TO DECIDE THE PLAN
AND MAKE SURE EVERYONE ELSE GETS ON WITH IT? ^
BUSINESS ORGANISATIONS ARE NOT A DEMOCRACY!
THERE IS NOT ENOUGH TIME TO PICK THROUGH POLITICS OF
33
STRATEGY MAKING
CHANGING THIS PLACE
1
IS IMPOSSIBLE - IT DOESN T MATTER ^
WHAT YOU DO
PAYING ATTENTION TO SOCIAL PROCESSES IS A WAY OF AVOIDING
THE REAL WORLD - AND HITTING THE NUMBERS
34
THIS IS A WAY OF GETTING COMMITMENT TO THE WRONG IDEAS ^
NOTES ,G
FURTHER READING
39
STRATEGY AS THE PRIORITISATION AND MANAGEMENT OF KEY ISSUES
STRATEGIC VISION 42
EMERGENT STRATEGISING *.
THE ISSUE MANAGEMENT STRATEGY FORUM
4
^
GETTING ISSUES AND CONCERNS OUT ON THE TABLE
THE INTERACTION BETWEEN STRATEGIC ISSUES: ISSUES AS A NETWORK _^
PRIORITISING ISSUES: AGREEING STRATEGIES
THE ISSUE MANAGEMENT FORUM STRATEGY DELIVERABLE: A STATEMENT OF
STRATEGIC INTENT (SSI)
THE STRATEGY AS A STATEMENT OF STRATEGIC INTENT - THE
DEMENTIA EXAMPLE
WHAT MIGHT BE WRONG WITH MAKING STRATEGY THROUGH
ISSUE MANAGEMENT?
THE JUDGEMENT CRITERIA ARE TOO IMPLICIT?
57
TOO INWARD FACING?
57
UNRELIABLE AND IMPRECISE?
58
NEXT STEPS - EXTENDING THE SCOPE OF THE STRATEGY: LINKING TO
OTHER STRATEGY MAKING FORUMS
59
NOTES 60
FURTHER READING
64
I THE ISSUE MANAGEMENT FORUM
6S
WHAT DOES AN ISSUE MANAGEMENT STRATEGY FORUM LOOK AND
FEEL LIKE? 65
WHAT DOES IT LOOK LIKE TO A PARTICIPANT WHEN YOU WALK
IN THE ROOM? 65
LK |L
CONTENTS IX
WHAT HAPPENED?
WHAT DID IT FEEL LIKE?
WHAT DID I GO AWAY WITH?
WAS IT WORTHWHILE?
RESOURCES
MAPPING OUT STRATEGIC SUCCESS: STRATEGY AS PRIORITISATION
DESIGNING THE FORUM
GETTING ISSUES AND CONCERNS OUT ON THE TABLE
THE INTERACTION BETWEEN STRATEGIC ISSUES: ISSUES AS A NETWORK
PRIORITISING ISSUES AND AGREEING STRATEGIES (ISSUES)
CREATING THE STRATEGY DELIVERABLE
5 STRATEGY AS PURPOSE
ORGANISATIONAL PURPOSE
GOALS AND EFFECTIVE STRATEGIC THINKING
EMERGENT PURPOSE
UNDERSTANDING GOALS
WHAT IS A GOALS SYSTEM?
GENERIC GOALS AND BUSINESS GOALS
GOALS AS MULTIPLE CRITERIA: WAYS OF HELPING MAKE JUDGEMENTS
ABOUT STRATEGIC PRIORITIES?
REAL GOALS VERSUS PUBLISHED GOALS: THE ROLE OF NEGATIVE GOALS
UMBRELLA OR META-GOALS
NOT-OUR-GOAL GOALS
SMART GOALS VERSUS VAGUE GOALS
CYCLICAL GOALS
ILLUSTRATING THE NATURE AND CHARACTERISTICS OF A GOALS SYSTEM
THE MISSION OR VISION STATEMENT
THE STRATEGY AS PURPOSE FORUM
REVERSE ENGINEERING A PUBLISHED GOALS SYSTEM
CREATING A GOALS SYSTEM: STARTING FROM SCRATCH
EMERGENT STRATEGISING - UNDERSTANDING PURPOSE THROUGH
ISSUE MANAGEMENT
THE STRATEGY DELIVERABLE: A STATEMENT OF STRATEGIC INTENT (SSI)
PRODUCTION OF THE SSI
DEVELOPING A STATEMENT OF STRATEGIC INTENT - THE TELECOMS EXAMPLE
WHAT MIGHT BE WRONG WITH MAKING STRATEGY THROUGH
AGREEING PURPOSE?
THE GOALS WILL NOT BE SMART
A STATEMENT OF PURPOSE IS NOT A STRATEGY
THE STATEMENT OF PURPOSE AS A GOALS SYSTEM IS TOO COMPLICATED
ATTENTION TO EMERGENT GOALS RISKS REPEATING THE PAST
TOO LITTLE ATTENTION TO VISION AND MISSION
NEXT STEPS - EXTENDING THE SCOPE OF THE STRATEGY: LINKING TO
OTHER STRATEGY MAKING FORUMS
65
66
66
67
67
67
67
70
81
89
105
109
110
111
112
113
113
113
116
118
119
120
120
121
121
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124
127
132
135
135
137
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140
140
141
141
142
X CONTENTS
NOTES
FURTHER READING
I THE STRATEGY AS PURPOSE FORUM
WHAT DOES A STRATEGY AS PURPOSE FORUM LOOK AND FEEL LIKE?
WHAT DOES IT LOOK LIKE TO A PARTICIPANT WHEN YOU WALK IN THE ROOM.
WHAT HAPPENED?
WHAT DID IT FEEL LIKE?
WHAT DID I GO AWAY WITH?
WAS IT WORTHWHILE?
RESOURCES
MAPPING OUT STRATEGIC SUCCESS: STRATEGY AS PURPOSE
STRATEGY AS PURPOSE FORUM: SURFACING GOALS
SURFACING GOALS THROUGH REVERSE ENGINEERING THE PUBLISHED
GOALS SYSTEM
SURFACING GOALS: STARTING FROM SCRATCH
UNDERSTANDING PURPOSE THROUGH ISSUE MANAGEMENT
REFINING THE GOALS SYSTEM
PRIORITISING GOALS
WRITING THE STATEMENT OF STRATEGIC INTENT
7 STRATEGY AS COMPETITIVE ADVANTAGE
DISTINCTIVE COMPETENCES AND COMPETENCE OUTCOMES
OUTCOMES OR COMPETENCES OR ASSETS?
DISTINCTIVENESS?
DISTINCTIVE COMPETENCES AS A DISTINCTIVE PATTERN OF COMPETENCES
CAUSAL AMBIGUITY
DISTINCTIVE COMPETENCES AND SUCCESS
CORE COMPETENCES?
DISCOVERY AND REFINEMENT OF CORENESS
AS IF CORE DISTINCTIVE COMPETENCES
SUSTAINING COMPETITIVE ADVANTAGE
OUTSOURCING, INSOWCING, ACQUISITION
THE COMPETITIVE ADVANTAGE STRATEGY FORUM
SURFACING AND GATHERING OF VIEWS ABOUT DISTINCTIVE COMPETENCES
EXPLORING DISTINCTIVE COMPETENCE OUTCOMES OR DISTINCTIVE COMPETENCES
OR DISTINCTIVE ASSETS?
DEVELOPING THE NETWORK OF COMPETENCES
DISTINCTIVE COMPETENCES AS A DISTINCTIVE PATTERN OF COMPETENCES
THE STRATEGY DELIVERABLE: A STATEMENT OF STRATEGIC INTENT (SSI)?
WHAT MIGHT BE WRONG WITH MAKING STRATEGY THROUGH EXPLORING COMPETITIVE
ADVANTAGE?
ROSE-TINTED GLASSES?
IGNORES WEAKNESSES? ISN T A SWOT ANALYSIS BETTER?
IGNORES THRESHOLD COMPETENCES?
143
147
147
147
147
148
148
149
149
149
149
149
156
161
168
172
174
177
179
180
181
1S1
183
183
183
185
187
187
188
189
190
192
193
195
199
200
200
201
202
CONTENTS XI
UNRELIABLE AND IMPRECISE? 202
WHAT IF I HAVE NO DISTINCTIVE COMPETENCES? 202
DISCUSSION WITH THE MANAGER-CLIENT ABOUT NEXT STEPS: LINKING TO
THE OTHER STRATEGY MAKING FORUMS 202
NOTES 204
FURTHER READING 206
8 STRATEGY AS COMPETITIVE ADVANTAGE FORUM 207
WHAT DOES A STRATEGY AS COMPETITIVE ADVANTAGE FORUM
LOOK AND FEEL LIKE? 207
WHAT DOES IT LOOK LIKE TO A PARTICIPANT WHEN YOU WALK
IN THE ROOM? 207
WHAT HAPPENED? 207
WHAT DID IT FEEL LIKE? 208
WHAT DID I GO AWAY WITH? 209
WHAT DID IT COST? 209
WAS IT WORTHWHILE? 209
RESOURCES 209
MAPPING OUT STRATEGY SUCCESS: STRATEGY AS COMPETITIVE ADVANTAGE 209
SURFACING AND GATHERING OF VIEWS ABOUT DISTINCTIVE COMPETENCES 209
EXPLORING DISTINCTIVE COMPETENCE OUTCOMES OR DISTINCTIVE
COMPETENCES OR DISTINCTIVE ASSETS? 214
DISTINCTIVENESS COMES FROM PATTERNS 219
CREATING THE STRATEGY DELIVERABLE 226
9 STRATEGY AS STAKEHOLDER MANAGEMENT 230
WHO ARE THE STAKEHOLDERS? 231
THE STRATEGIC CONTEXT OF STAKEHOLDER MANAGEMENT: SEEING
PATTERNS IN THE POWER-INTEREST GRID 233
NETWORKS - STAKEHOLDERS INTERACT! 235
EMERGENT PROPERTIES OF THE SOCIAL NETWORK OF STAKEHOLDERS 235
THE BASES OF INTEREST AND POWER 236
WHAT ARE STAKEHOLDERS INTERESTED IN? 23 6
WHAT IS THE BASIS OF POWER? 237
STAKEHOLDER DYNAMICS: THE UNFOLDING GAME? 237
STAKEHOLDER MANAGEMENT 239
THE STAKEHOLDER MANAGEMENT FORUM 239
DISCOVERING KEY STAKEHOLDERS: DEVELOPING A POWER-INTEREST GRID 239
CREATING AN ACTOR-INFLUENCE NETWORK 240
MANIPULATING POWER AND INTEREST: THE STAKEHOLDER MANAGEMENT WEB 241
USING ANALYSIS TECHNIQUES TO IDENTIFY STAKEHOLDER
MANAGEMENT STRATEGIES 245
THE STRATEGY DELIVERABLE: A STATEMENT OF STRATEGIC INTENT? 245
WHAT MIGHT BE WRONG WITH MAKING STRATEGY THROUGH STAKEHOLDER
MANAGEMENT? 248
XII CONTENTS
IT S ALL TOO CONFIDENTIAL TO BE OF ANY USE AS A PART OF STRATEGY
DEVELOPMENT
IT IS TOO MANIPULATIVE - AND SO MANAGERS DON T LIKE DOING IT!
NOT WELL ESTABLISHED - IT S ALRIGHT IN THEORY BUT THERE S NOT
ENOUGH PRACTICE? _ _
IT S WRONG TO IGNORE SUBJECTS WHO SHOULD BE LISTENED TO
TOO COMPLEX - TOO MUCH DISAGGRCGATION
STAKEHOLDER DYNAMICS ARE IMPOSSIBLE TO ANALYSE
NEXT STEPS - EXTENDING THE SCOPE OF THE STRATEGY: LINKING TO
OTHER STRATEGY MAKING FORUMS
NOTES
FURTHER READING
10 THE STAKEHOLDER MANAGEMENT FORUM
WHAT DOES A STAKEHOLDER MANAGEMENT STRATEGY FORUM
LOOK AND FEEL LIKE?
253
WHAT DOES IT LOOK LIKE TO A PARTICIPANT WHEN YOU WALK
IN THE ROOM? ;?53
WHAT HAPPENED?
WHAT DID IT FEEL LIKE?
WHAT DID I GO AWAY WITH?
WAS IT WORTHWHILE?
RESOURCES
THE PRACTICE OF MAKING STRATEGY: STRATEGY AS STAKEHOLDER
MANAGEMENT
STAKEHOLDER MANAGEMENT STRATEGY FORUM: IDENTIFYING AND
PRIORITISING STAKEHOLDERS
256
STAKEHOLDER MANAGEMENT STRATEGY FORUM: EXPLORING STAKEHOLDER
RELATIONSHIPS
STAKEHOLDER MANAGEMENT STRATEGY FORAM: BUILDING
STAKEHOLDER MANAGEMENT WEBS 266
STAKEHOLDER MANAGEMENT STRATEGY FORUM: PRODUCING THE
STATEMENT OF STRATEGIC INTENT 270
11 FACILITATING GROUPS IN STRATEGY MAKING 273
BEING A FACILITATOR 273
BUILDING A FACILITATOR/MANAGER-CLIENT RELATIONSHIP 274
WHO SHOULD PARTICIPATE IN A STRATEGY FORUM? 275
GETTING THE ENVIRONMENT RIGHT 278
GETTING STARTED: INTRODUCING THE FORUM 279
MANAGING THE PARTICIPANTS 281
KEEPING THE GROUP ON TRACK 283
PROVIDING GROUP SUPPORT USING THE SOFTWARE 284
PROVIDING CLOSURE 284
NOTES 285
FURTHER READING 286
JL
CONTENTS XIII
12 THE CONTINUATION AND CLOSURE OF THE STRATEGY MAKING JOURNEY 287
INTRODUCTION 287
INTEGRATION: COMBINING THE FORUMS - EXTENDING ROBUSTNESS AND COHERENCE
288
COMBINING THE STRATEGY AS THE PRIORITISATION AND MANAGEMENT
OF KEY ISSUES FORUM WITH OTHER FORUMS 289
EXPLORING PURPOSE AND COMPETITIVE ADVANTAGE 291
OTHER POWERFUL FORUM COMBINATIONS 292
WHAT ELSE IS MISSING? HOW CAN ROBUSTNESS BE INCREASED FURTHER? 294
DEVELOPMENT OF ACTION PROGRAMMES 295
CONSIDERING ALTERNATIVE FUTURES - WIND-TUNNELLING STRATEGY 295
THE RESOURCE FEASIBILITY OF STRATEGY: BACK OF THE ENVELOPE
SPREADSHEET ANALYSIS 299
THE IMPACT OF SYSTEMS AND STRUCTURES 300
COSTING SYSTEMS 300
THE ROLE OF TRANSFER PRICING IN DETERMINING A STRATEGIC FUTURE 301
MANAGING IMPLEMENTATION 303
CLOSURE 304
THE IMPLEMENTATION OF ACTION PROGRAMMES 304
PERFORMANCE MANAGEMENT SYSTEM AND STRATEGY DELIVERY
SUPPORT SYSTEM (SDSS) 305
COMMUNICATING THE STRATEGY: DOUBLE MESSAGES 307
THE IMPACT OF REWARD SYSTEMS ON THE REALISATION OF STRATEGY 308
STRATEGIC CONTROL AND REVIEW 309
SUMMARY 312
NOTES 312
FURTHER READING 314
APPENDIX: USING CAUSAL MAPPING SOFTWARE: DECISION EXPLORER 315
1 GETTING STARTED 316
1.1 OPENING AND CLOSING A MODEL 316
1.2 CAPTURING STATEMENTS 316
1.3 EDITING STATEMENTS 317
1.4 MOVING STATEMENTS 317
1.5 LINKING STATEMENTS 318
2 WORKING WITH MAPS 318
2.1 USING VIEWS IN DECISION EXPLORER 318
2.2 MANAGING THE MAP 319
2.3 MANAGING THE MATERIAL CAPTURED 321
2.4 CREATING AND USING STYLES 321
3 ANALYSING CAUSAL MAPS 322
3.1 LISTING HEADS 322
3.2 IDENTIFYING FEEDBACK LOOPS 325
3.3 FINDING BUSY AND CENTRAL STATEMENTS 325
3.4 SLICING THE MODEL INTO CHUNKS 326
3.5 IDENTIFYING POTENCY OF STATEMENTS 327
3.6 PRODUCING AN OVERVIEW OF THE MODEL S CONTENT: COLLAPSING THE MODEL
327
XIV CONTENTS
329
4 OTHER USEFUL COMMANDS AND I-CATURCS __
4.1 USING MEMO CARDS
4.2 COPY AND PASTE MAP MATERIAL INTO A WORD PROCESSING
DOCUMENT, OR POWERPOINT
4.3 COPYING A MAP INTO A WORD PROCESSING DOCUMENT,
OR POWERPOINT _~Q
4.4 USE THE SOFTWARE SHORT CUTS/HOT KEYS
NOTE
331
BIBLIOGRAPHY ,,. _
LNDEX
349
AUTHOR INDEX ___
HOW TO ACCESS DECISION EXPLORER
11
AND ADDITIONAL RESOURCES
|
| any_adam_object | 1 |
| author | Ackermann, Fran Eden, Colin |
| author_facet | Ackermann, Fran Eden, Colin |
| author_role | aut aut |
| author_sort | Ackermann, Fran |
| author_variant | f a fa c e ce |
| building | Verbundindex |
| bvnumber | BV039591678 |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.28.E3 1998 |
| callnumber-search | HD30.28.E3 1998 |
| callnumber-sort | HD 230.28 E3 41998 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 320 |
| ctrlnum | (OCoLC)752249874 (DE-599)BVBBV039591678 |
| dewey-full | 658.4/01221 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 21 |
| dewey-search | 658.4/012 21 |
| dewey-sort | 3658.4 212 221 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
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| id | DE-604.BV039591678 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T15:58:02Z |
| institution | BVB |
| isbn | 9781849201209 9781849201193 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-024442761 |
| oclc_num | 752249874 |
| open_access_boolean | |
| owner | DE-1050 DE-11 DE-B170 DE-188 |
| owner_facet | DE-1050 DE-11 DE-B170 DE-188 |
| physical | XVI, 353 S. graph. Darst. |
| publishDate | 2011 |
| publishDateSearch | 2011 |
| publishDateSort | 2011 |
| publisher | Sage Publ. |
| record_format | marc |
| spellingShingle | Ackermann, Fran Eden, Colin Making strategy mapping out strategic success Strategic planning Business planning Industrial management Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4309237-8 (DE-588)4078609-2 (DE-588)4124261-0 |
| title | Making strategy mapping out strategic success |
| title_auth | Making strategy mapping out strategic success |
| title_exact_search | Making strategy mapping out strategic success |
| title_full | Making strategy mapping out strategic success Fran Ackermann ; Colin Eden |
| title_fullStr | Making strategy mapping out strategic success Fran Ackermann ; Colin Eden |
| title_full_unstemmed | Making strategy mapping out strategic success Fran Ackermann ; Colin Eden |
| title_short | Making strategy |
| title_sort | making strategy mapping out strategic success |
| title_sub | mapping out strategic success |
| topic | Strategic planning Business planning Industrial management Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Business planning Industrial management Strategische Planung Unternehmensplanung Strategisches Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024442761&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT ackermannfran makingstrategymappingoutstrategicsuccess AT edencolin makingstrategymappingoutstrategicsuccess |