van der Heijden Scenarios

The Art of Strategic Conversation
2. Auflage 2011
ISBN: 978-1-119-99552-4
Verlag: John Wiley & Sons
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 380 Seiten, E-Book

Scenario planning allows companies to move away from linear thinking and better understand external change. Eight years (and 30,000 copies) after publication Scenarios is still acknowledged as the definitive work in the field. Now, Kees van der Heijden brings his bestseller up to date, following up on his original case studies and adding significant new material. The Second Edition changes focus slightly by providing more in-depth analysis and application of the concept of the 'strategic conversation'. While maintaining the underlying rigour of the first edition, van der Heijden revisits the text to make it far more practical and accessible, and in doing so gives you the tools you need to set out and negotiate a successful future course for your organization in the face of significant uncertainty.

Autoren/Hrsg.

van der Heijden, Kees

Inhaltsverzeichnis

Preface.
PART ONE: The Context.
1. 1965 to 1990: Five Discoveries at Shell.
2. Introduction to Scenario-based Planning.
3. Three Competing Paradigms in Strategic Management.
PART TWO: The Principles of Scenario-based Planning.
4. Strategising.
5. The Business Idea of an Organisation.
6. The Uncertain Environment.
7. Scenario Analysis.
8. Scenarios and the Strategic Conversation.
PART THREE: The Practice of Scenario-based planning.
9. The Practitioner's Art.
10. Articulation of the Business Idea.
11. Competitive Positioning.
12. Scenario Development.
13. Option Planning.
PART FOUR: Institutionalising Scenario-based planning.
14. The Management of Change.
15. Planning Process.
16. Guiding the Strategic Conversation.
Conclusion.
References.
Index.

Über Autor(innen)

Kees van der Heijden is an Associate Fellow of TempletonCollege, University of Oxford, and a Visiting Professor at theNetherlands Business School, Nijenrode University. He is alsoEmeritus Professor of the University of Strathclyde Graduate Schoolof Business, Glasgow, where he has taught General and StrategicManagement since 1990. In addition, he is a co-founder of theGlobal Business Network. Before joining Strathclyde, he was incharge of scenario planning at Royal Dutch/Shell, as head of theGroup's Business Environment Division. This involved advisingtop management on strategy, as well as development of the processof scenario planning in which Shell has taken a worldwide leadingrole.
He specializes in scenario planning, strategic change andinstitutional strategic management processes, and has consultedwidely in these areas.