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This book is intended to find the essence of "strategy". Humans have developed strategic thinking for various purposes, such as politics, war, economy, social development, and etc.... However, our understanding of strategy's nature is still vague and incoherent. Thus, the author of this book decided to explore "strategy" and wrote down what he had fund during the exploration.
This package includes a physical copy of Exploring Strategy text only 10th edition as well as access to the eText and MyStrategyLab. With over one million copies sold worldwide, Exploring Strategy has long been the essential introduction to strategy for the managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations - how they grow, how they innovate and how they change. With two new members added to the renowned author team, this tenth edition of Exploring Strategy has been comprehensively updated to help you: - Understand clearly the key concepts and tools of strategic management - Explore hot topics, including internationalisation, corporate governance, innovation and entrepreneurship - Learn from case studies on world-famous organisations such as Apple, H&M, Ryanair and Manchester United FC.
With over one million copies sold worldwide, Exploring Strategy has long been the essential strategy text for managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations- how they grow, how they innovate and how they change.
“Shows how humans have brought us to the brink and how humanity can find solutions. I urge people to read with humility and the daring to act.” —Harpal Singh, former Chair, Save the Children, India, and former Vice Chair, Save the Children International In conversations with people all over the world, from government officials and business leaders to taxi drivers and schoolteachers, Blair Sheppard, global leader for strategy and leadership at PwC, discovered they all had surprisingly similar concerns. In this prescient and pragmatic book, he and his team sum up these concerns in what they call the ADAPT framework: Asymmetry of wealth; Disruption wrought by the unexpected and often problematic consequences of technology; Age disparities--stresses caused by very young or very old populations in developed and emerging countries; Polarization as a symptom of the breakdown in global and national consensus; and loss of Trust in the institutions that underpin and stabilize society. These concerns are in turn precipitating four crises: a crisis of prosperity, a crisis of technology, a crisis of institutional legitimacy, and a crisis of leadership. Sheppard and his team analyze the complex roots of these crises--but they also offer solutions, albeit often seemingly counterintuitive ones. For example, in an era of globalization, we need to place a much greater emphasis on developing self-sustaining local economies. And as technology permeates our lives, we need computer scientists and engineers conversant with sociology and psychology and poets who can code. The authors argue persuasively that we have only a decade to make headway on these problems. But if we tackle them now, thoughtfully, imaginatively, creatively, and energetically, in ten years we could be looking at a dawn instead of darkness.
Exploring Strategy, 12th Edition, by Whittington, Angwin, Regner, Johnson and Scholes has long been the essential introduction to strategy for the managers of today and tomorrow and has sold over one million copies worldwide. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions ab.
You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important—or more difficult—to choose the right approach to strategy. In this book, The Boston Consulting Group’s Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. They show how existing strategy approaches sort into five categories—Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable—depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you’ll be able to answer questions such as: • What replaces planning when the annual cycle is obsolete? • When can we—and when should we—shape the game to our advantage? • How do we simultaneously implement different strategic approaches for different business units? • How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies? Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply. Get started today.
What does strategy mean to the founder and CEO of a coaching and consulting company whose mission is to create inclusive and values-driven cultures where people can achieve their full potential while positively impacting society?How is sustainable strategic decision-making viewed by a former Member of the European Parliament?Developed in consultation with lecturers, students, and professionals, the research-driven process-practice model of strategy in Strategy: Theory, Practice, Implementation places implementation at its core, enabling students to develop a crystal-clear understanding of how strategy operates in aculture of dynamism, adaptability, and change.The authors' wealth of teaching, research, and practitioner experience shines through in their writing as they strike the perfect balance between clarity and rigour. They expertly cover all the core areas of strategy, using carefully paced, step-by-step guidance to apply theories and models ofstrategy to a diverse range of examples, making the text the most practical of its kind.Moving beyond the limits of traditional texts, Strategy offers unique Practitioner Insights (and accompanying video interviews) gathered from professionals engaged in a range of strategic roles, across multiple industries and sectors worldwide, to help students grasp the complex reality of strategicmanagement in practice.Strategy ultimately provides students with an empowering, critical, and highly practical approach to thinking, talking, and acting like a strategist.Online resources accompanying the textbook include:For registered adopters:- A test bank- PowerPoint slides- Answers to, or guidance on, the case study questions in the book- A series of 'Boardroom Challenges' for use in group role play exercises / action learning simulations- Teaching notes on using the 'Boardroom Challenges' in classFor students:- Practitioner insight video interviews, and further videos providing advice on how students can enhance their employability- Research Insights to broaden students' perspectives of academic research and its impact on strategic thinking- Links to articles, cases, chapters, or multimedia resources to support students' further reading- Additional case studies with exercises or discussion questions- MCQs- Guidance on how to analyse a case study- Flashcard glossary- Two additional chapters: Chapter 15 Designing effective strategy activities; Chapter 16 Strategy in practice: learning, reflecting, thinking
Providing a fresh perspective on strategy from an organizational perspective through a discursive approach featuring key theoretic tenets, this text is also pragmatic and emphasizes the practices of strategy to encourage the reader to be open to a wider set of ideas, with a little more relevance, and with a cooler attitude towards the affordances of the digital world and the possibilities for strategy’s futures. The key areas of Strategy take a critical stance in the new edition, and also include areas less evident in conventional strategy texts such as not-for-profit organizations, process theories, globalization, organizational politics and decision-making as well as the futures of strategy.
Public Sector Strategy explores how strategic decisions are developed and implemented in the public sector, and examines the psychology underpinning strategic decision-making. Combining knowledge from traditional perspectives with contemporary insights on strategic management, this book considers how managers make their decisions and provides key concepts and practical tools to aid delivery of strategy within highly institutionalised settings. This book provides theoretical grounding, real-life global cases, and practical examples of strategic decisions in an international public-sector context by working through the underpinnings of strategy, the influencing factors of strategic decision-making, strategic implementation, and strategic tools in practice. It should be a core textbook for advanced undergraduate and postgraduate students studying public sector strategy and strategic management more broadly. It will also be of benefit for public sector managers, consultants, and private sector organisations who wish to interact with the public sector.
The 2nd edition of Strategy in Practice presents a practitionerfocused approach to strategy. It is increasingly recognised thatthe ability to adapt classic formulas to changing circumstances anddevelop fast, sound strategic thinking is what differentiates thesuccessful corporate leader. Developed from experience in industry this successful text willinclude an instructor site with PowerPoint slides, extra examplesand exercises, and links highlighting changing businesspractice. While rigorously founded on current thinking and theoreticalconcepts in the field of strategic management it aims to: • provide the strategy practitioner with a systematic andinsight-driven approach to strategic thinking • establish and translate the relevance of strategy theoryto its application in the practice field • lead the reader through the strategic thinking process,beginning with the formulation of compelling and clearlyarticulated strategic questions that set the scene for practicalissues • provide tools of strategic analysis in combination withinformed intuition to understand the strategic landscape.