Description
Book SynopsisThere are a range of views of the strategic development process within organisations. Some see the process as being purely creative, with little or no scope for analysis at any stage (hunch--and--hope). Others see it as being over--formalised, static and focusing on producing a strategic plan rather than on actions.
Table of ContentsStrategic Development (R. Dyson & F. O'Brien).
OBJECTIVES, PERFORMANCE MEASUREMENT AND STRATEGY CREATION.
Creating Policy Alternatives Using Stakeholder Values (R. Gregory & R. Keeney).
Future Visioning: A Case Study of a Scenario-based Approach (F. O'Brien & M. Meadows).
The Balanced Scorcard--Measures that Drive Performance (R. Kaplan & D. Norton).
STRATEGY FORMULATION.
Daimler-Benz's Move Towards the Next Century with the TOWS Matrix (H. Weihrich).
Towards a Dynamic Theory of Strategy (M. Porter).
Strategic Resources: Traits, Configurations and Paths to Sustainable Competitive Advantage (J. Black & K. Boal).
Designing a Competency-based Human Resource Organization (J. Kochanski & D. Ruse).
Forging a Link Between Business Strategy and Business Reengineering (C. Edwards & J. Peppard).
Putting Soft OR Methods to Work: Information Systems Strategy Development at Sainsbury's (R. Ormerod).
MODELLING UNCERTAINTY.
Scenario Planning: A Tool for Strategic Thinking (P. Schoemaker).
Exploring Competitive Futures Using Cognitive Mapping (K. Warren).
CORPORATE MODELLING.
Cognitive Mapping and Problem Structuring for System Dynamics Model Building (C. Eden).
Simulating the Controllability of Feebates (A. Ford).
EVALUATION AND SELECTION.
The Financial Evaluation of Strategic Investments (R. Dyson & R. Berry).
Real Options and Interactions with Financial Flexibility (L. Trigeorgis).
Index.
