Strategy
in Turbulent Times
by Dagmar Recklies
Management theory and practice widely accept today that businesses
operate in a more and more complex, dynamic, less predictable
environment. This new situation requires managers to develop new
ways of thinking and acting. Basing on the weaknesses of traditional
strategic planning, this article discusses new approaches in
management. They direct companies towards more flexibility and more
strategic innovativeness; but they do not present ready-to-use
solutions though. Rather they are intended to provide ideas for new
thinking and acting as a starting point to give all processes in the
organization a new strategic direction.
|
|
Seeing
What's Next: Using Theories of Innovation to Predict Industry Change
by Clayton M. Christensen, Erik A. Roth, Scott D. Anthony
Internationally renowned innovation expert Clayton M. Christensen
and his research partners Scott D. Anthony and Erik A. Roth present
a groundbreaking framework for predicting outcomes in the evolution
of any industry. Based on proven theories outlined in Christensen's
landmark books The Innovator's Dilemma and The Innovator's Solution,
Seeing What's Next offers a practical, three-part model that helps
decision-makers spot the signals of industry change, determine the
outcome of competitive battles, and assess whether a firm's actions
will ensure or threaten future success.
Inevitable
Surprises: Thinking Ahead in a Time of Turbulence
by Peter Schwartz
The world we live in today is more volatile than ever. At times it
seems that the only constant we can rely on is change itself-and
what the future will bring appears to be anybody's guess. But Peter
Schwartz, one of the most visionary scenario planners of our time,
believes the future is taking shape around us now, and that by
taking a closer look at the changes in action today, we can predict
what the world of tomorrow will be like.With Inevitable Surprises,
Schwartz offers a provocative look at the forces that are
dramatically reshaping our world-and shows what we can do to plan
ahead for our society, our businesses, and ourselves.
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.
Connecting
the Dots: Aligning Projects with Objectives in Unpredictable Times
by Cathleen Benko, F. Warren McFarlan
As companies look for ways to unlock shareholder value, restore
investor confidence, and adapt to uncertainty, the project portfolio
is a smart place to look. Why? Because companies' project
initiatives have grown faster than their ability to manage
them-affecting the return on trillions of investment dollars while
failing to prepare companies for today's unpredictable environment.
Connecting the Dots argues that the portfolio is a company's future
currency-the truest measure of organizational intent. And the best
way to leverage this currency is through greater alignment.
|
