By Larry E. Greiner
Praise for Dynamic Strategy-Making
"An astonishingly well timed, hopeful, and demanding ebook that recasts and freshly imagines strategy-making and integrates thought with perform within the box of strategic administration. A must-read for all those that are looking to research extra in regards to the way forward for process perform and turn into extra skillful at it."
—WARREN BENNIS, distinctive Professor of commercial, collage of Southern California; and coauthor, Transparency
"This is likely one of the most respected assets ever created for strategists and leaders in businesses. It uniquely combines techniques of management and association with procedure content material and implementation in a realistic and built-in strategy that makes super experience for our occasions. With concrete circumstances, it offers a transparent highway map should you wish and wish to do a greater task of formulating and enforcing strategy."
—DAVID A. NADLER, vp, Marsh & McLennan businesses; senior associate, Oliver Wyman-Delta association and management; and writer, Building larger Boards and Competing by way of Design
"The authors effectively concentrate on the hot dynamic of 24/7 festival and alter and the necessity for firms to be speedy, fluid, and versatile. it's a must-read for managers of the next day to come and provides a couple of useful insights and classes on find out how to continue with procedure execution that may be simply followed in any association. it's a name to motion that few can have enough money to ignore."
—MANJIT SINGH, chairman, Sony leisure tv, India; and previous CEO, Compete Inc., excessive Circle, destiny Step, and Korn/Ferry International
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Extra info for Dynamic Strategy-Making: A Real-Time Approach for the 21st Century Leader
Two months later, the bank was sold to an acquirer. The implementation study was never completed. We learned three key lessons from studying Gamma that would later guide development of dynamic strategy-making. Lesson 3 The longer the strategy-making process, the more susceptible it is to unanticipated disruptions. In fast-paced environments, a lot can happen quickly to render strategy-making outdated and irrelevant. Gamma’s lengthy strategy studies could not keep pace with the political dynamics LESSONS FROM EXPERIENCE 23 and changes occurring in the organization and in its relations to external stakeholders.
Our experience suggests that strategic content should be embedded throughout the firm, but few of the approaches we have briefly reviewed here call for strategic content to be located in the organization’s goals, culture, structure, and practices. This is necessary to direct, coordinate, control, and empower employee behavior. At Petrofuels Energy, for example, the management team used content from its statement of strategic direction to add an acquisitions group, create a new marketing department to aggressively sell the firm’s services and combine supply with transportation into one department to ensure efficient delivery.
Unlike the others, Montgomery does focus on strategy and dynamics, but she leaves strategic content to a process of CEO leadership and decision making. Progress in Terms of Real-Time Criteria These approaches point to several essential criteria for managers to take account of when creating a system aligned with strategy so as to cope effectively with fast-paced environments: • Speed over delay. Organizations constantly face new opportunities and threats that need immediate strategic action. They must fight the temptation to react slowly, gathering more information and generating and assessing more solutions.