Buch, Englisch, 296 Seiten, Paperback, Format (B × H): 170 mm x 240 mm, Gewicht: 597 g
Reihe: Business & economics
Analysis, Choice and Implementation
Buch, Englisch, 296 Seiten, Paperback, Format (B × H): 170 mm x 240 mm, Gewicht: 597 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
- Geowissenschaften Umweltwissenschaften Nachhaltigkeit
- Wirtschaftswissenschaften Betriebswirtschaft Management Strategisches Management
- Wirtschaftswissenschaften Volkswirtschaftslehre Internationale Wirtschaft Entwicklungsökonomie & Emerging Markets
- Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Management: Führung & Motivation
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?