The 8 Steps to Strategic Success

1. Auflage 2014
ISBN: 978-0-7494-6919-1
Verlag: Kogan Page

Buch, Englisch, 320 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 491 g

All organizations recognise the importance of strategy creation and execution: strategy is the process of developing the corporate future. Unfortunately, it often doesn't generate the required results. This book presents a new 8-step process for creating a strategy that really delivers. For each step, the book describes the key parts of the process, shows how to avoid the potential pitfalls, and points to the most useful strategic models and frameworks. Readers can see the process in action by following the intriguing case study that unfolds throughout the book. One of the critical determinants of strategic success is to see strategy not just as planning but as a process that involves dialogues with multiple stakeholders, both within and outside the company. This concept is integrated into every phase of the 8-step approach and is at the heart of its effectiveness in creating strategy that delivers in practice.

Autoren/Hrsg.

Berg, Gerben Van Den

Pietersma, Paul

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftswissenschaften Wirtschaft: Sachbuch, Ratgeber
• Wirtschaftswissenschaften Betriebswirtschaft Management Strategisches Management

Inhaltsverzeichnis

• • Chapter - 00: Introduction: Time to rethink strategy;
• Section - ONE: Engagement on a strategic level;
• • Chapter - 01: Introducing the strategic dialogue model: 8 steps to strategic success;
  • Chapter - 02: The five characteristics of the strategy process with the strategic dialogue model;
  • Chapter - 03: Introducing the DuSoleil case study;
• Section - TWO: The 8 steps to strategic success revealed;
• • Chapter - 04: Step 1: Searchlight – what do we aspire to?;
  • Chapter - 05: Step 2: Outside-in: scenarios – what futures do we need to anticipate?;
  • Chapter - 06: Step 3: Inside-out: analysis – what are our capabilities?;
• Section - ; 07: : Step 4: Options – what are realistic options?;
• • Chapter - 08: Step 5: Choice – what is my preferred strategic option?;
  • Chapter - 09: Step 6: Operationalization – how do we implement?;
  • Chapter - 10: Step 7: Execution – how can we realize change?;
  • Chapter - 11: Step 8: Monitoring – are we performing on target?;
• Section - THREE: Key strategy models;
• • Chapter - 12: Models for Step 1: Searchlight;
  • Chapter - 13: Models for Step 2: Outside-in: scenarios;
  • Chapter - 14: Models for Step 3: Inside-out: analysis;
  • Chapter - 15: Models for Step 4: Options;
  • Chapter - 16: Models for Step 5: Choice;
  • Chapter - 17: Models for Step 6: Operationalization;
  • Chapter - 18: Models for Step 7: Execution;
  • Chapter - 19: Models for Step 8: Monitoring;
• Section - FOUR: Key engagement methods;
• • Chapter - 20: Methods for the ‘participatory’ characteristic;
  • Chapter - 21: Methods for the ‘creative’ characteristic;
  • Chapter - 22: Methods for the ‘analytic’ characteristic;
  • Chapter - 23: Methods for the ‘decisive’ characteristic;
  • Chapter - 24: Methods for the ‘committing’ characteristic;
• Section - FIVE: Applying the strategic dialogue;
• • Chapter - 25: Points of attention when applying the strategic dialogue model;
  • Chapter - 26: Applying the strategic dialogue in specific contexts;
  • Chapter - 27: Try to avoid the most common pitfalls in a strategy process

Über Autor(innen)

Pietersma, Paul
Paul Pietersma MSc. BA is a strategy consultant and managing director of Business Strategies at Berenschot. He has more than 15 years of experience in the consultancy business in which he advised many CEO's and boards of directors on various strategic issues. He has won the Dutch Professionals Award of Management Consultancy, he has published several articles on strategy and he is the (co)author of two leading Dutch strategy books 'Het Strategieboek I' and 'Het Strategieboek II'. He is also (co)author of Key Management Models.

Berg, Gerben Van Den
Gerben van den Berg is senior strategy consultant at Berenschot. Based in the Netherlands, he has advised clients in a range of industries and across Europe and the Caribbean. With a focus on professional service firms in his consulting practice, his core area of work is in strategy development, competitive positioning and (complex) organisational transformation.

Gerben van den Berg holds an MSc from the Rijksuniversiteit Groningen. He is author of multiple books and articles on strategy and strategic management including Het Strategieboek 2, Strategische Conversatie (both in Dutch) and Key Management Models (2e)

Paul Pietersma MSc BA is a strategy consultant and managing director of Business Strategies at Berenschot. With more than 15 years of experience in the consultancy business, he has advised many CEOs and boards of directors on strategic issues. Paul has won the Dutch Professionals Award for Management Consultancy. Gerben van den Berg is senior strategy consultant at Berenschot. Based in the Netherlands, he has advised clients in a range of industries across Europe and the Caribbean. Focusing on consulting for professional service firms, his core area of work is in strategy development, competitive positioning and (complex) organizational transformation.