Buch, Englisch, 296 Seiten, Großformatiges Paperback. Klappenbroschur, Format (B × H): 168 mm x 237 mm, Gewicht: 524 g
Reihe: Business & economics
Analysis, Choice and Implementation
Buch, Englisch, 296 Seiten, Großformatiges Paperback. Klappenbroschur, Format (B × H): 168 mm x 237 mm, Gewicht: 524 g
Reihe: Business & economics
ISBN: 978-3-11-071818-8
Verlag: De Gruyter
The event will be moderated by Richard Freeman, founder and CEO of always possible:
https://youtu.be/0y6n93-6axw
Autoren/Hrsg.
Fachgebiete
- Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Management: Führung & Motivation
- Geowissenschaften Umweltwissenschaften Nachhaltigkeit
- Wirtschaftswissenschaften Volkswirtschaftslehre Internationale Wirtschaft Entwicklungsökonomie & Emerging Markets
- Wirtschaftswissenschaften Betriebswirtschaft Management Strategisches Management
Weitere Infos & Material
Chapter 1: Introduction to strategy: strategy in the context of climate change: science of climate change and models; alternative economic models such as circular economies (zero waste, carbon negative); international organizations and regulatory frameworks; key figures in strategy and their ideas What is strategy? how to use the resource. Part 1: Analysis Chapter 2: The macro environment PESTEL (method and utilization); Scenarios (how to develop scenarios; investigating plausible futures); 5-Forces (Porter, criticisms, using the 5-Forces in the context of climate change); Industry life cycles Strategic groups Chapter 3: The Micro environment - resources and capabilities Resource-based view of the firm (VRIO, contrast with Porter, mitigation, adaptation, VRIO and climate change, value chain vis-à-vis supply chains; SWOT/TOWS (existing use and methods; emphasizing the T as being the threat of climate change) Capabilities (dynamic), competences (core); building new competences necessary for current environment such as sustainability reporting and converting them into strategic resources. Chapter 4: Stakeholders What is a stakeholder? Types of stakeholder management of and for stakeholders; power (3-dimensions) stakeholder utility stakeholders and environmental sustainability Part 2: Choice Chapter 5: Business strategy and models - generic strategies, the clock, competitive strategy, co-operative strategies Generic strategies/strategic clock (cost and price) Interactive strategies Cooperative strategies (beyond competitive advantage) Chapter 6: Corporate strategy and diversification - Ansoff matrix (markets, products - new and existing) Vertical and horizontal integration portfolio management (BCG matrix, GE McKinsey, etc.) Chapter 7: International strategy and globalization - Yip/drivers of internationalization Entry modes global value and production networks chains international trade Rodrik's Trilemma (pure globalization, democratic politics, nation states) Collapsing supply chains for sustainability Chapter 8: Innovation models of innovation: product, process and business models entrepreneurship, intrapreneurship, real options Chapter 9: Mergers, acquisitions and alliances distinctions and cases for one over another SAs as voluntary, time-limited, trust related cooperative approaches for sustainable growth Strategic fit and cultural fit in partner searching Indicators of success (beyond profit) Chapter 10: The tools of evaluation - is it fit-for-purpose? Does it meet stakeholder needs, including shareholders? Can it be done? Tools of evaluation - performance, gap analysis (beyond profit); Addressing key opportunities and threats (TOWS)? Financial indicators - DCF, RoI, sensitivity analysis, RoCE. Resources and capabilities, opportunity costs Part 3: Implementation Chapter 11: Strategy development Politics (Mintzberg/power school) Deliberate and emerging strategy Chapter 12: Structures structure follows strategy; functional, divisional, international, global control systems optimizing organizational structure corporate governance (single vis-à-vis 2-tier boards) employee ownership Chapter 13: Leadership and change - leading and bringing others with you Leadership and styles (context, uncertainty, risk, turnaround) Types of change - radical/incremental; transformational/realignment Chapter 14: Doing strategy who to involve, when and how planning project management Chapter 15: Reflection What is strategy? First movers in responsible strategy - risks, rewards Fast seconds - risks, rewards No changers - risks, rewards Society - wellbeing. What is business for?