Making Strategy: Mapping Out Strategic Success
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'This book is at the very cutting edge of strategic management theory and yet also of immense practical use. It is truly a rare and stunning achievement' - John M Bryson, McKnight Presidential Professor of Planning and Public Affairs, Hubert H. Humphrey Institute of Public Affairs, University of Minnesota
'Using this book enabled me to facilitate a multicultural team of seven managers so that they very quickly got to grips with the challenges and opportunities facing the organization and developed a realistic workable strategy, whilst at the same time building a real sense of team cohesion and the feeling that individuals had been listened to' - Alison Devine, Director, British Council, Taipai
This lucid and highly-accessible text addresses the challenges of how to build a robust and implementable strategy. Strategy making is seen as something relevant to managers of departments, divisions, SME's, as well as the top management teams of public and for-profit organizations.
Four key routes to creating a strategy are discussed. These routes, when taken together, provide a powerful means for agreeing a negotiated strategy, and comprise: strategic issue management, agreeing organizational purpose, competitiveness from the exploitation and protection of distinctiveness, and the strategic management of stakeholders. The designs have been used extensively, in a wide range of countries, by management teams in all types of organisations.
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3 Strategy as the Prioritisation and Management of Key Issues
4 The Issue Management Forum
Agreeing Goals and Aspirations for the Organisation
6 The Strategy as Purpose Forum
7 Strategy as Competitive Advantage
8 Strategy as Competitive Advantage Forum
9 Strategy as Stakeholder Management