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Strategy 

  

 

 
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Strategy Directory - Sections
Business Models   Strategic Alliances
Competition   Strategic Planning
Forecasting Strategic Portfolios  
Global Business Strategy Implementation  
Going Public / Going Private Strategy in Times of Turbulence and Uncertainty
Growth Strategy in Times of Downturn and Recession
Mergers & Acquisitions Complex Systems / Systems Dynamics
- Due Diligence Strategy Gurus
- Post Merger Integration  
Miscellaneous Articles  
Miscellaneous
Scenario Planning

 

Literature

 

 
Strategy Bites Back: It Is Far More, and Less, than You Ever Imagined
by Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel
"... this book has a serious intention: to take strategy less seriously and so promote better strategies. Besides, why not have a good time reading a strategy book for a change. Isn't it time for strategy to bite back?"
 
Harvard Business Review [MAGAZINE SUBSCRIPTION]
Harvard Business Review is the world's acknowledged authority on business leadership for managers responsible for success in the global economy. Now published monthly times a year, HBR delivers entrepreneurial ideas and insights that help managers strengthen their leadership power. Every issue shows how to use technology for competitive advantage. Guides strategic decision making in times of change. Profiles innovative leaders. Tells how to motivate today's workers. Shares the details of successful online alliances, and more.

Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant
by W. Chan Kim, Renée Mauborgne
Kim and Mauborgne's blue ocean metaphor elegantly summarizes their vision of the kind of expanding, competitor-free markets that innovative companies can navigate. Unlike "red oceans," which are well explored and crowded with competitors, "blue oceans" represent "untapped market space" and the "opportunity for highly profitable growth."
 
Good to Great: Why Some Companies Make the Leap... and Others Don't
by Jim Collins
Some years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success.'
 
Re-imagine!
by Tom Peters
Tom Peters describes his colorful vision of the future of business.
More than just a how-to book for the 21st Century, Re-imagine! is a call to arms -- a passionate wake-up call for the business world, educators, and society as a whole. Focusing on how the business climate has changed, this inspirational book outlines how the new world of business works, explores radical ways of overcoming outdated, traditional company values, and embraces an aggressive strategy that empowers talent and brand-driven organizations where everyone has a voice
Exploring Corporate Strategy
by Gerry Johnson, Kevan Scholes
If you are searching for a complete book on the process of corporate strategy, this is the book for you.
'Exploring Corporate Strategy' is a study book. It explains the whole process from strategic analysis and strategic choice to strategy implementation. The book is packed with useful models and it is illustrated with case studies for better understanding.
A great reference for the student and the practitioner!
E-Book
From Competitive Advantage to Corporate Strategy
by Michael E. Porter
E-Book
Strategy as Simple Rules (HBR OnPoint Enhanced Edition)
by Kathleen M. Eisenhardt, Donald Sull
In this article--the third in an HBR series by Kathleen Eisenhardt and Donald Sull on strategy in the new economy--the authors ask, what are the sources of competitive advantage in high-velocity markets? The secret, they say, is strategy as simple rules. The companies know that the greatest opportunities for competitive advantage lie in market confusion, but they recognize the need for a few crucial strategic processes and a few simple rules. In traditional strategy, advantage comes from exploiting resources or stable market positions. In strategy as simple rules, advantage comes from successfully seizing fleeting opportunities.

Publications

Management models - What they can do and what they cannot do
Management tools and models – as the SWOT or the 7s-Model – are discussed controversially. Some people use them as important tools for analyzing businesses and developing strategies. Others call them “buzzwords”, used by consultants to boost their profile. The truth about the value of management models probably is somewhere in-between. So what should you take into consideration when using models? This article explains benefits and problems of management models
SWOT
The Concept of Profit in Accounting and Economics
Porters Five Forces
Stakeholder-Mapping
see our article about Stakeholder Management
7S Model (McKinsey 7S)
Boston Box (Boston Consulting Group Matrix, Market Share-Growth Matrix)
Value Chain

 

     

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Copyright © 2001 Recklies Management Project GmbH
Status: 22. November 2007