How ghost scenarios haunt strategy execution:
Executives engaged in strategic planning tend to work with an implicit view of the future that is deeply embedded in their organization's strategy as a set of unquestioned assumptions about the future business context. Leaders need to surface what the authors call ghost scenarios or risk implem...
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
[Cambridge, Massachusetts]
MIT Sloan Management Review
2023
|
| Ausgabe: | [First edition]. |
| Schlagwörter: | |
| Links: | https://learning.oreilly.com/library/view/-/53863MIT65208/?ar |
| Zusammenfassung: | Executives engaged in strategic planning tend to work with an implicit view of the future that is deeply embedded in their organization's strategy as a set of unquestioned assumptions about the future business context. Leaders need to surface what the authors call ghost scenarios or risk implementing strategies that are ripe for disruption due to changes that planners haven't recognized. The authors offer two case studies and suggest ways leaders can bring these unexamined assumptions into view. |
| Beschreibung: | "Reprint #65208.". - Includes bibliographical references |
| Umfang: | 1 Online-Ressource (7 Seiten) |
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| spelling | Lang, Trudi VerfasserIn aut How ghost scenarios haunt strategy execution Trudi Lang, Rafael Ramírez [First edition]. [Cambridge, Massachusetts] MIT Sloan Management Review 2023 1 Online-Ressource (7 Seiten) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier "Reprint #65208.". - Includes bibliographical references Executives engaged in strategic planning tend to work with an implicit view of the future that is deeply embedded in their organization's strategy as a set of unquestioned assumptions about the future business context. Leaders need to surface what the authors call ghost scenarios or risk implementing strategies that are ripe for disruption due to changes that planners haven't recognized. The authors offer two case studies and suggest ways leaders can bring these unexamined assumptions into view. Strategic planning Ramírez, Rafael VerfasserIn aut |
| spellingShingle | Lang, Trudi Ramírez, Rafael How ghost scenarios haunt strategy execution Strategic planning |
| title | How ghost scenarios haunt strategy execution |
| title_auth | How ghost scenarios haunt strategy execution |
| title_exact_search | How ghost scenarios haunt strategy execution |
| title_full | How ghost scenarios haunt strategy execution Trudi Lang, Rafael Ramírez |
| title_fullStr | How ghost scenarios haunt strategy execution Trudi Lang, Rafael Ramírez |
| title_full_unstemmed | How ghost scenarios haunt strategy execution Trudi Lang, Rafael Ramírez |
| title_short | How ghost scenarios haunt strategy execution |
| title_sort | how ghost scenarios haunt strategy execution |
| topic | Strategic planning |
| topic_facet | Strategic planning |
| work_keys_str_mv | AT langtrudi howghostscenarioshauntstrategyexecution AT ramirezrafael howghostscenarioshauntstrategyexecution |