Abstract
This book introduces the techniques which enable organisations
to evaluate, craft, test, implement and monitor organisational
strategy.
“Strategy” is much discussed but less understood. The nature of
strategy is increasingly under challenge with doubts that each
firm can really aspire to possessing a “unique selling point” and
doubts whether “sustainable competitive advantage” can exist in
fast changing markets. Positioning—once the heart of
strategy—is now regarded by many authors as too static for
today's changing technologies and dynamic markets.
The book summarises the considerable academic literature
relating to strategy and highlights the models and theories
which have best stood the test of time. The problems with
different strategic models and approaches are discussed and a
number of risks connected with new approaches are explored.
The book presents a new strategic process which enables
managers to apply the best strategic thinking and practice to
their organisations. The book throughout treats strategy as
equally valuable to organisations of all types, whether
commercial, charitable or governmental. The book concludes by
summarising the key strategic challenges facing organisations in
the next decade.
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Contents
Preface
Part One – The Background to Strategy
1 The purpose of strategy
2 The history of strategy
3 Different views on strategy
4 How strategy works
5 The basics of strategy
Part Two – The Practice of Strategy
6 Organisational purpose and governance
7 How to evaluate strategy
8 How to craft strategy
9 How to test strategy
10 How to document strategy
11 How to communicate strategy
12 How to implement strategy
13 How to monitor strategy
14 How to manage strategy consultants
15 How to influence journalists and analysts
16 The future of strategy
17 Case Studies
References
Additional Reading
Appendices
Author Biography
Notes
Index
