Description
Strategic management
Author: AMIT
Language: EnglishSubject for Strategic management:
348 p. · Paperback
Description
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1. Introduction.
Provides an Overview of the core challenges of Strategic Management and how these are addressed, discusses diverse pathways to strategy, boxes show brief but comprehesive summaries of development of field of business strategy, chapter overview illustrated throughout with a variety of business cases.
2. Initiating the Strategy Process.
Introduces strategy formulation in the context of the different pathways and processes for the genesis of strategy. Compares top down and bottom up approaches, presents framework of 13 key dimensions in 5 critical areas(place, participants, timing, resources, practices).
3. Defining Positioning.
Explores the challenges of strategic positioning (including organizational and environmental analysis), identifies the various stakeholders (competitors, clients, investors, customers, employees) and defines the company's position in relation to each, discusses strategy development at the corporate and strategic business unit levels and the process of evaluating strategy.
4. Creating Value.
Discusses how the organization will 'deliver' on its strategic positioning, in relation to the value chain, corporate capabilities, and stakeholders. Examines business model configuration, functional strategies and organizational design.
5. Leading Change.
How do we make strategy happen? The process of leading change is often overlooked in discussions of strategy formulation, but it is ciritical to successful execution. This section explores how the positioning covered in Ch 3 and the value creation in Ch 4 are actually carried out in organizations. The design of change processes involves decisions about timing, objects, roles and location of change initiatives. Central case of General Electric used to demonstrate these themes.
6. Performance Management.
At the center of the process of strategic management is the design and continuous monitoring of the process. Companies need to monitor strategic initiatives and their results. This chapter examines a systematic and integrated system for monitoring and measurement, with a tool for navigating each stage of the process.
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