En savoir plus
Praise for Dynamic Strategy-Making >
--WARREN BENNIS, Distinguished Professor of Business, University of Southern California; and coauthor,
Transparency >
--DAVID A. NADLER, vice chairman, Marsh & McLennan Companies; senior partner, Oliver Wyman-Delta Organization and Leadership; and author,
Building Better Boards and
Competing By Design >
--MANJIT SINGH, chairman, Sony Entertainment Television, India; and former CEO, Compete Inc., High Circle, Future Step, and Korn/Ferry International
Table des matières
Preface vii
The Authors xi
1. Demise of Strategic Planning and Its Dynamic Replacement 1
2. Lessons from Experience 17
3. Lessons from Strategy Knowledge 31
4. Building a Strategic System 43
5. Making a Strategic Assessment 57
6. Crafting a Strategic Statement 67
7. Using Guided Involvement 97
8. Leading, Changing, and Following-Up in Real Time 119
9. Facilitating Real-Time Strategy: A New Role for Consultants 137
10. Real-Time Issues FAQ 153
11. Last Words on Underlying Themes 163
Appendix A: Coast Yellow Pages-A Research Case Study 169
Appendix B: Gamma Bank-A Research Case Study 185
Appendix C: Petrofuels Energy-A Research Case Study 193
Appendix D: Johnson & Johnson Statement of Strategic Direction 211
References 213
Index 221
A propos de l'auteur
Larry E. Greiner Larry E. Greiner is professor of management and organization at the Marshall School of Business at the University of Southern California.
Thomas G. Cummings is professor and chair of the Department of Management and Organization at the University of Southern California.
