Strategic Managing in a Turbulent World : Learning to Make Your Organization Future-Proof.

Cover Page -- Title Page -- Copyright -- Table of Contents -- Prologue -- Preface -- 1 Introduction -- 1.1 Historical perspective -- 1.2 The perfect strategy -- 1.3 A new era -- 1.4 Unprecedented turbulence -- 1.5 Disruptive e ects -- 1.6 Future-proofing under pressure -- 1.7 New paradigm -- 1.8 Reading guide -- Part I Strategic Managing -- Reading Guide Part I -- 2 Strategic perspectives -- 2.1 Interest groups -- 2.2 Dimensions -- 2.3 Domains within organizations -- 2.4 Strategic focus areas -- 2.5 Intermezzo -- 2.6 A holistic view -- 2.7 In conclusion -- 3 Future-proof organizations -- 3.1 Health -- 3.2 Attractiveness -- 3.3 Future-proofing -- 4 Strategic managing -- 4.1 Choices and results -- 4.2 Dynamic process -- 4.3 The objective of strategic managing -- 4.4 Core tasks of leaders -- 4.5 Building blocks -- 4.6 Cognitive skills of leaders -- 4.7 Strategic leadership -- 4.8 Systematic approach -- 4.9 Strategic innovation -- 4.10 The future of strategic managing -- Closing Part I -- Part II Strategic Choices -- Reading Guide Part II -- 5 Purpose -- 5.1 Creating direction -- 5.2 Strategic issues in creating direction -- 5.3 Building blocks for ambition -- 5.4 Building blocks for motives -- 5.5 The influence of turbulence -- 5.6 Purpose Canvas -- 5.7 Key questions and strategy models for purpose -- 5.8 In conclusion -- 6 Foundation -- 6.1 Creating value -- 6.2 Business model -- 6.3 Organization model -- 6.4 Renewing the foundation -- 6.5 Key questions and strategy models for the foundation -- 6.6 In conclusion -- 7 Playing field -- 7.1 Creating space -- 7.2 Business game -- 7.3 Organizational construction -- 7.4 Redesigning the playing field -- 7.5 Key questions and strategy models for the playing field -- 7.6 In conclusion -- 8 Activities -- 8.1 Creating output -- 8.2 Operating model -- 8.3 Collaboration model -- 8.4 New activities.

8.5 Key questions and strategy models for the activities -- 8.6 In conclusion -- 9 Performance -- 9.1 Interpreting and learning -- 9.2 Strategic focus areas for interpreting and learning -- 9.3 Which results? -- 9.4 Indicators for future-proofing -- 9.5 In conclusion -- 10 Coherent choices about the larger whole -- 10.1 The larger whole -- 10.2 Making consistent choices -- 10.3 Backbone -- 10.4 Strategic agility -- 10.5 Key questions for the whole -- 10.6 In conclusion -- Closing Part II -- Part III Strategic Managing in Practice -- Reading Guide Part III -- 11 The process of strategic managing -- 11.1 Strategic initiatives -- 11.2 Stages in the process -- 11.3 Strategic review -- 11.4 Strategic exploration -- 11.5 Strategic change -- 11.6 Operational execution -- 11.7 Success factors -- 11.8 The role of supervisors -- 11.9 Strategic managing for investors -- 11.10 In conclusion -- 12 Directing the process of strategic managing -- 12.1 The importance of strategic managing -- 12.2 The design of the strategic management process -- 12.3 Activities of the directing team -- 12.4 Formation of teams -- 12.5 Governance criteria -- 12.6 Required competencies -- 12.7 In conclusion -- Closing Part III -- Appendices -- A Schematic representation of the methodology -- B Glossary Strategic Managing -- Index -- About the authors -- Back Cover.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.