000			06124cam a2200421 i 4500
001			on1154075726
003			OCoLC
005			20240726105214.0
008			200428s2020 maua o 001 0 eng
010			_a2020012316
040			_aDLC _beng _erda _cDLC _dOCLCO _dOCLCF _dYDX _dNT
020			_a9781633698925 _q((electronic)l(electronic)ctronic)
020			_a9781633698932 _q((electronic)l(electronic)ctronic)
042			_apcc
050	0	4	_aHD30 _b.H374 2020
049			_aMAIN
245	1	0	_aHBR guide to setting your strategy.
246	3		_aHarvard Business Review guide to setting your strategy
246	3	0	_aSetting your strategy
260			_aBoston, Massachusetts : _bHarvard Business Review Press, _c(c)2020.
300			_a1 online resource : _billustrations.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aHarvard Business Review guides
504			_a2
505	0	0	_aIntroduction. Get the strategy you need -- _tnow: how strategy has evolved, and why we need it -- _tSection One. What is strategy?: Defining strategy, implementation, and execution -- _tthey involve different activities, tools, and people / _rby Ken Favaro -- _t5 myths about strategy and why they're wrong / _rby Stephen Bungay -- _tYour strategic plans probably aren't strategic, or even plans -- _tdistinguish between objectives, strategies, and actions / _rby Graham Kenny -- _tSection Two. Lay the foundation: Your strategy needs a strategy -- _tconsider the circumstances in which you're operating / _rby Martin Reeves, Claire Love, and Philipp Tillmanns -- _tThe different approaches firms use to set strategy -- _ttwo factors can help you define your process / _rby Kimberly Teti, Mu-Jeung Yang, Nicholas Bloom, Jan W. Rivkin, and Raffaella Sadun -- _t6 tips for running offsites that aren't a waste of time -- _tunderstand your objectives-before you get in the room / _rby Melissa Raffoni -- _tStakeholders first, strategy second -- _trecognize what you want from them and what they want from you / _rby Graham Kenny -- _tSection Three. Develop your strategy: Strategy needs creativity -- _tfour approaches to building a breakthrough strategy / _rby Adam Brandenburger -- _tFive questions to build a strategy -- _twhere will we play? how will we win? / _rby Roger L. Martin -- _tFour types of competition that can threaten your company -- _tmaintain your competitive edge / _rby Carsten Lund Pedersen and Thomas Ritter -- _tHow to do strategic planning like a futurist -- _tstop fearing the long term / _rby Amy Webb -- _tEcosystem businesses are changing the rules of strategy -- _tby understanding how they operate, you'll be better positioned to compete / _rby Julian Birkinshaw -- _tPut purpose at the core of your strategy -- _treshape your value proposition / _rby Thomas W. Malnight, Ivy Buche, and Charles Dhanaraj -- _tSection Four. Test your strategic choices: 4 ways to pressure-test your strategy -- _tassign a team to poke holes in it / _rby Rick Lynch and Jay Galeota -- _tWhich strategy "comfort traps" are you falling into? -- _tand the remedies to get out of them / _rby Roger L. Martin -- _tIdentify the new capabilities you need -- _tbuild skill development into your plan / _rby Ron Ashkenas and Logan Chandler -- _tA simple way to test your company's strategic alignment -- _tat both the team and the enterprise levels / _rby Jonathan Trevor and Barry Varcoe -- _tSection Five. Communicate your strategy: Leading change and strategic transitions -- _thow to communicate your new strategy to employees -- _tExplain your new strategy by emphasizing what it isn't -- _tclarify the projects you won't do / _rby Nick Tasler -- _tDiscussing strategy across cultures -- _tdiverse teams come with diverse strategic viewpoints / _rby Leonard M. Fuld -- _tSection Six. Execute the strategy and learn from it: Your strategy should be a hypothesis you constantly adjust -- _tgaps in execution may mean revising your strategy / _rby Amy C. Edmondson and Paul J. Verdin -- _tYour strategy has to be flexible-but so does your execution -- _teight common execution traps / _rby Martin Reeves and Rudolphe Charme di Carlo -- _tStop letting quarterly numbers dictate your strategy -- _twhen short-term metrics keep you from winning in the long-term / _rby David Hersh -- _tStrategy is all about practice -- _twork, work, and work some more / _rby Roger L. Martin.
520	0		_a"Set your company up for the long term. Every company needs a strategy. A focused strategy aligns decision making throughout the organization and helps establish a competitive edge in the marketplace. But with so many options to consider, how do you define a unique strategy that will ensure growth? Whether you're starting a business from scratch or in an existing company facing new threats, this book offers the direction you need. The HBR Guide to Setting Your Strategy provides practical tips and advice that break down the process of crafting strategy so you can identify the areas your company should build on and help it thrive long into the future. You'll learn to: understand what strategy is--and what it isn't, define your mission, values, and purpose, recognize your company's distinct capabilities, conduct better strategic discussions with your team, communicate your strategy throughout the company, make a plan for pushing your strategy forward, arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges"-- _cProvided by publisher.
530			_a2 _ub
650		0	_aStrategic planning.
650		0	_aBusiness planning.
655		1	_aElectronic Books.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=2199117&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHD. _m2020 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c92559 _d92559
902			_a1 _bCynthia Snell _c1 _dCynthia Snell