000			03625nam a2200253 i 4500
003			MIUC
005			20190610081048.0
008			150513s2015 nyu||||| |||| 001 | eng d
020			_a9780071848749
040			_aMIUC _beng _cMIUC
082	0		_a658.401
100	1		_91833 _aAurik, Johan C.
245	1	4	_aThe future of strategy : _ba transformative approach to strategy for a world that won't stand still / _cJohn Aurik, Martin Fabel, Gillis Jonk.
260			_aNew York : _bMcGraw-Hill Education, _c2015.
300			_avii, 197 p. : _bill. b&w ; _c24 cm.
504			_aIncludes bibliographical references and index.
505	0		_a1. Drawing inspiration from the future -- 2. Organizational inclusiveness -- 3. Managing the competitive portfolio -- 4. How the principles work together -- 5. Transformational strategy -- 6. Dealing with disruption and competitive threats -- 7. Getting started.
520			_aOwn the Future of Your Industry with a Transformational Strategy Designed for Today's Business World. Leaders today are inundated with strategic opportunities, besieged by business disruptions, and pressured to innovate--to do things better, faster, or differently. The CEO of a Fortune 500 firm explains it best: "I am looking at 23 different strategic initiatives. Trying to develop and implement so many strategies is like trying to change the driver, tires, the oil, and the bumpers; paint the body; and tune the engine. And doing all of this on a car that's running at full speed." The answer used to be found in strategy. But in the past decade, the commonly deployed large-scale strategic exercises were largely discredited. They were slow and elaborate and did not deliver the expected returns, let alone help make sense of a glut of initiatives or cope with an increasingly unpredictable future. The Future of Strategy brings strategy back from those big top-down plans. It answers the questions of executives facing tumultuous business conditions and rapidly shifting markets: Is strategy still possible? Yes. Aren't strategies outdated before they can be implemented? Not if they are done right. Rather than developing strategy, aren't we better off being agile and able to capitalize on emerging trends faster than our peers? Agility complements strategy; it cannot replace it. This book is about reversing course and repositioning strategy in its rightful place as the overarching management system. The authors introduce their core methodology, designed to future proof companies against the friction and "fog of war" that inexorably accompany changing times. They synthesize three fundamental principles that, when combined, provide the means to reclaim strategy: Take direct cues from fundamental trends affecting the company going forward; Engage people across the company to translate these cues into strategy and effectively eliminate the handover hurdle between formulation and execution, a major reason for strategy failure; Capture the output as competitive opportunities and manage their life cycles--when some have run their course, others are ready to take over; Strategy today requires stepping over the shadows of one's own ingrained beliefs to capture new opportunities. This book reveals the inner workings of transformational strategies developed by leaders who gradually become more successful by advancing winning combinations of attitudes, values, habits, and practices.
650		0	_949 _aIndustrial management
650		0	_9877 _aStrategic planning
700	1		_4aut _91834 _aFabel, Martin, _d1966-
700	1		_4aut _91835 _aJonk, Gillis J.
942			_2ddc _cBK