Rethinking strategy how to anticipate the future, slow down change, and improve decision making
Seize opportunity from uncertainty What if you could use strategy to turn market volatility to your competitive advantage? Rethinking Strategy shows you how to anticipate and benefit from emerging market shifts and free your organisation from a cycle of disruption and response. In this ground-breaki...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Milton, QLD :
Wiley
2019.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009630472006719 |
Tabla de Contenidos:
- Intro
- RETHINKING STRATEGY
- Contents
- Acknowledgements
- Introduction: Empowering your organisation
- Part I Searching
- Chapter 1 The trouble with trends
- Trends are not enough
- How do you get ahead of trends?
- Inappropriate data usage
- There must be a better way!
- Part II Learning
- Chapter 2 The latent resource
- Introducing scenarios
- Scenarios in business: a mixed history
- Golden years
- A second coming?
- Scenarios are not taken seriously
- Scenarios are complex
- Scenario benefits are too far away
- Scenarios take too long
- Scenarios lack consistency
- Scenarios are not integrated
- Chapter 3 Where does the future fit?
- What informs your strategy?
- Putting the future in its place
- Why scenarios?
- Scenarios are purpose-built for uncertainty
- Scenarios are holistic
- Scenarios enable strategic judgements
- Scenarios unlock strategic creativity
- Chapter 4 Reframing strategy
- Strategy is planning
- Strategy is dour
- Strategy is output
- It's time to rethink strategy
- Strategic principles
- 1. Strategy as resource
- 2. Strategy as process
- 3. Strategy as creativity
- 4. Strategy as learning
- 5. Strategy as participation
- Participatory learning
- Speeding up decision making
- Chapter 5 Overcoming myopia
- Myopic mayhem
- Context is everything
- Chapter 6 The shape of things to come
- Understanding change
- Anticipating embryonic issues and opportunities
- 1. Dirty secrets
- Confronting dirty secrets
- 2. Cultural hypocrisies
- Exposing cultural hypocrisies
- 3. Unresolved tensions
- Identifying unresolved tensions
- Addressing unresolved tensions
- 4. Systemic inequities
- Exposing systemic inequities
- 5. Slow-burning issues
- a. The impact of the issue appears too distant - 'That's a matter for the future'.
- b. There is insufficient evidence to support it - 'I don't see that as an issue'
- c. The relevance of the issue is not obvious - 'It's just not on our radar'
- Identifying slow-burning issues
- 6. Social values
- a. Is there a hierarchy of values that individuals and societies move through? If so, what is it?
- b. What conditions are required to facilitate the movement of individuals and societies along this hierarchy?
- c. What themes and behaviours are individuals and societies likely to be attracted to at each stage of this hierarchy? What are they likely to reject?
- 7. Scenarios
- Part III Doing
- Chapter 7 The strategic challenge
- Getting to work
- Setting the scenario horizon
- 1. Response
- 2. Shadow
- 3. Creativity and engagement
- A means to an end
- Chapter 8 How do I know what I think until I see what I say?
- The corporate mental model
- Articulating mental models
- 'That's ridiculous!'
- 'What inflames you?'
- Structuring the conversations
- Interpreting the conversations
- 1. Identity
- 2. Influencing factors
- 3. Expectations
- 4. Assumptions
- 5. Uncertainties
- 6. Hopes and fears
- 7. Priorities
- 8. Constraints
- 9. Past events
- 10. Sacred cows
- 11. Paradigms
- 12. Legacy
- Analysing the conversations
- Chapter 9 Conversations with Mr Silly
- Environmental scanning requires a framework
- Environmental scanning is about research
- 1. Personal research - know thyself
- 2. Historical research - drivers of past and present performance
- 3. External research - sources of future change
- Environmental scanning is about stimulation
- Chapter 10 'What's next?' - Anticipating the future
- Does it make sense?
- Letting go of command and control
- Bringing everyone along
- Stimulation and structure
- Scenarios workshop
- How many scenarios?
- Scenario equality
- Workshop process.
- 1. Reviewing the environmental scan
- 2. Identifying influencing factors
- Labelling influencing factors
- 3. Sorting and prioritising influencing factors
- Impact/uncertainty matrix
- Ass essing impact and uncertainty
- Determining uncertainty
- Transitioning from influencing factors to driving forces
- 4. Choosing scenario drivers
- Melton City Council scenarios for 2036
- 5. Building scenarios
- Step 1: Develop a shared understanding of the scenario drivers
- Step 2: Outline the scenario's top-line features
- Step 3: Define the scenario's push and pull factors
- Step 4: Describe the essence of the scenario
- Step 5: Populate the scenario
- Step 6: Backcast the scenario
- Step 7: Write the scenario
- Evaluating the scenarios
- Chapter 11 'So what?' - Positioning for the future
- It's called scenario planning
- Anyone for chess?
- Strategic identity
- 'What business are we in?'
- Broadening your sense of identity
- Assessing strategies against scenarios
- Strategic creativity and originality
- Chapter 12 'Now what?' - Transitioning to the future
- Back to earth
- Linking the strategic framework to organisational action
- Chapter 13 Making sense of the patterns in the chaos
- Primed for the future
- Developing a corporate memory of the future
- Anticipating the future
- Increasing sensitivity to change
- Perception-shaping events
- Behaviour-enabling events
- Emerging behaviour signals
- Interpreting the future
- Ongoing strategic monitoring
- Internalising scenario proficiency
- 1. Sharpening managerial perceptions
- 2. Expanding your strategic repertoire
- Endnotes
- Index
- EULA.
