Building strategy and performance through time the critical path /
Warren, Kim,
Building strategy and performance through time the critical path / Kim Warren. - first edition. - [New York, N.Y. (222 East 46th Street, New York, NY 10017) : Business Expert Press, (c)2009. - 1 electronic text (140 pages) : digital file. - Strategic management collection .
"First published by Vola Press Ltd., London 2005."
Introduction -- Chapter 1: Performance through time -- Chapter 2: Resources: vital drivers of performance -- Chapter 3: Resources and bathtub behavior -- Chapter 4: Driving the machine: handling interdependence between resources -- Chapter 5: Building and managing the strategic architecture -- Chapter 6: You need quality resources as well as quantity -- Chapter 7: Managing rivalry for customers and other resources -- Chapter 8: Intangible resources and capabilities -- Going forward -- References -- Index.
The fundamental challenge facing business leaders is to drive performance into the future--the dynamics of strategy. To tackle this effectively, they need a clear understanding of what causes performance to improve or deteriorate and what power they have to change this trajectory for the better. Without this understanding, they risk making poor choices about their future--failing to exploit promising opportunities, pursuing unachievable aims, or falling victim to competitive and other threats. Building Strategy and Performance Through Time sets the agenda for building business strategy in powerful, actionable, and accessible terms. It gives executives clear frameworks for answering three fundamental questions: Why is our business performance following its current path? Where is it going if we carry on as we are? How can we design a robust strategy to transform this future? The existing strategy tools most widely used help guide management's choices about where to compete--which customers to serve, with what products and services, and how to deliver those products and services to those customers effectively and profi tably. While this choice is important, it is not often changed in any fundamental way; having found a reasonably strong and profi table position on these issues, few firms will, or should, set off in a new direction. But there is still much to be done to deliver that strategy, powerfully and sustainably over time. Many decisions need to be made, continually and holistically, across all functions of the business and adapted as conditions change from month to month and year to year. Pricing, product development, marketing, hiring, service levels, and other decisions cannot be made in isolation but must take into account other choices being made, elsewhere and at different times. Building Strategy and Performance Through Time explains a reliable, practical method, known as strategy dynamics, that creates a living picture of how an enterprise actually works and delivers performance. This picture shows exactly where the levers are that management controls and how to choose what to do, when, and how much, to accomplish your specifi c goals. It shows, too, how the same approach can be used to defeat competitors, cope with other outside forces, and keep delivering performance.
Mode of access: World Wide Web.
System requirements: Adobe Acrobat reader.
9781606490389
Business planning.
Strategic planning.
HD / .B855 2009
Building strategy and performance through time the critical path / Kim Warren. - first edition. - [New York, N.Y. (222 East 46th Street, New York, NY 10017) : Business Expert Press, (c)2009. - 1 electronic text (140 pages) : digital file. - Strategic management collection .
"First published by Vola Press Ltd., London 2005."
Introduction -- Chapter 1: Performance through time -- Chapter 2: Resources: vital drivers of performance -- Chapter 3: Resources and bathtub behavior -- Chapter 4: Driving the machine: handling interdependence between resources -- Chapter 5: Building and managing the strategic architecture -- Chapter 6: You need quality resources as well as quantity -- Chapter 7: Managing rivalry for customers and other resources -- Chapter 8: Intangible resources and capabilities -- Going forward -- References -- Index.
The fundamental challenge facing business leaders is to drive performance into the future--the dynamics of strategy. To tackle this effectively, they need a clear understanding of what causes performance to improve or deteriorate and what power they have to change this trajectory for the better. Without this understanding, they risk making poor choices about their future--failing to exploit promising opportunities, pursuing unachievable aims, or falling victim to competitive and other threats. Building Strategy and Performance Through Time sets the agenda for building business strategy in powerful, actionable, and accessible terms. It gives executives clear frameworks for answering three fundamental questions: Why is our business performance following its current path? Where is it going if we carry on as we are? How can we design a robust strategy to transform this future? The existing strategy tools most widely used help guide management's choices about where to compete--which customers to serve, with what products and services, and how to deliver those products and services to those customers effectively and profi tably. While this choice is important, it is not often changed in any fundamental way; having found a reasonably strong and profi table position on these issues, few firms will, or should, set off in a new direction. But there is still much to be done to deliver that strategy, powerfully and sustainably over time. Many decisions need to be made, continually and holistically, across all functions of the business and adapted as conditions change from month to month and year to year. Pricing, product development, marketing, hiring, service levels, and other decisions cannot be made in isolation but must take into account other choices being made, elsewhere and at different times. Building Strategy and Performance Through Time explains a reliable, practical method, known as strategy dynamics, that creates a living picture of how an enterprise actually works and delivers performance. This picture shows exactly where the levers are that management controls and how to choose what to do, when, and how much, to accomplish your specifi c goals. It shows, too, how the same approach can be used to defeat competitors, cope with other outside forces, and keep delivering performance.
Mode of access: World Wide Web.
System requirements: Adobe Acrobat reader.
9781606490389
Business planning.
Strategic planning.
HD / .B855 2009