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At last-a proven system for developing the strategic innovations every company needs to compete and win As everyone knows, today's unprecedented rate of business change demands new levels of strategic insight and adaptability. Reinventing Strategy is the first practical, systematic guide to creating an adaptive enterprise, showing how companies around the world are using the Strategic Learning approach to consistently out think, out maneuver, and out perform their competition. As Willie Pietersen explains, companies that aspire to long-term success must develop and implement strategy as part of a continuous four-step cycle-Learn, Focus, Align, Execute-and he offers dozens of provocative anecdotes and case studies, illustrating how to implement it at every level of an organization. Written with unusual clarity, frankness, and wit, Reinventing Strategy will change the way managers everywhere approach their greatest and most important challenge: the need to make strategy into a tool for ongoing corporate renewal.
From David Osborne, the author of Reinventing Government--a biting analysis of the failure of America's public schools and a comprehensive plan for revitalizing American education. In Reinventing America's Schools, David Osborne, one of the world's foremost experts on public sector reform, offers a comprehensive analysis of the charter school movements and presents a theory that will do for American schools what his New York Times bestseller Reinventing Government did for public governance in 1992. In 2005, when Hurricane Katrina devastated New Orleans, the city got an unexpected opportunity to recreate their school system from scratch. The state's Recovery School District (RSD), created to turn around failing schools, gradually transformed all of its New Orleans schools into charter schools, and the results are shaking the very foundations of American education. Test scores, school performance scores, graduation and dropout rates, ACT scores, college-going rates, and independent studies all tell the same story: the city's RSD schools have tripled their effectiveness in eight years. Now other cities are following suit, with state governments reinventing failing schools in Newark, Camden, Memphis, Denver, Indianapolis, Cleveland, and Oakland. In this book, Osborne uses compelling stories from cities like New Orleans and lays out the history and possible future of public education. Ultimately, he uses his extensive research to argue that in today's world, we should treat every public school like a charter school and grant them autonomy, accountability, diversity of school designs, and parental choice.
Between 2002 and 2008, Japan's economy saw constant expansion, a record among the world's advanced economies and Japan's longest period of economic growth since World War II. This remarkable achievement came about because of a transformation of Japanese business practices. This transformation was guided by strategies that enabled Japan's leading corporations, previously diversified to an exceptionally high degree, to become leaner, more nimble, and more competitive at home and in the global economy. In Choose and Focus, the first in-depth account of this strategic inflection point in Japanese business, Ulrike Schaede argues that the emerging practices and attitudes have created a New Japan. Drawing on profiles of several corporations, including Panasonic, Takeda and Astellas, Softbank, kakaku.com, and SBI E*Trade, Schaede explains how the fundamental principles of Japan's economy have been overturned. "Choose and focus" strategies, whereby corporations concentrate on core areas and spin off unrelated businesses, have completely altered the strategic logic of Japan's previous industrial architecture. These surprisingly aggressive moves, Schaede finds, have created new market opportunities for start-up enterprises and foreign investors, as well as a wave of mergers, acquisitions, and hostile takeovers that have shaken Japanese companies out of complacency. Unlike the advances made by Japanese firms in the 1970s and 1980s, the current transformation is taking root in component and materials industries rather than in consumer products. Because of the relative obscurity of the changes and the overshadowing story of China's ascent, the Japanese corporate revolution has gone largely unnoticed among Western observers. Choose and Focus is required reading for anyone doing business in Japan or trying to understand how contemporary Japanese business works and how Japanese corporations have reinvented themselves to face the challenges—and realize the opportunities—of the 21st century.
In Reinventing Leadership, Bennis and Townsend discuss their concise leadership plan for the 21st century that reinvented leadership strategies and aims to empower both employees and organization. They focus on: •moving away from conventional standards of business practice •building trust •finding a mentor to encourage reflective backtalk •rewarding accomplishment
This reader brings together 35 seminal articles that reflect the museum world's ongoing conversation with itself and the public about what it means to be a museum—one that is relevant and responsive to its constituents and always examining and reexamining its operations, policies, collections, and programs. In conjunction with the editor's introductory material and recommended additional readings these articles will help students grasp the essentials of the dialogue and guide them on where to turn for further details and developments.
The economic crisis was not just caused by a failure of regulation or economic policy; it was a story of the failure of management in a fundamental sense—a deeply flawed approach to management that encouraged bankers to pursue opportunities without regard for their long-term consequences, and to put their own interests ahead of those of their employers and their shareholders. The revised edition of this best-selling book shows convincingly that many of today’s major economic problems in the west can be traced to a failure of management. In this updated edition the author draws our attention to new examples of failed management, from Rupert Murdoch’s News Corp, and the disaster at BP, to the ongoing problems in financial services companies such as UBS and RBS. Throughout the book the references and statistics have been updated, to make this a current, highly relevant analysis of the problems besetting modern business and how managers need to tackle them.
Easy-to-follow and understand, The Systems Thinking Approach to Strategic Planning and Management presents the first practical application of "systems thinking", a concept first introduced by Peter Senge in the Fifth Discipline as a new, better and elegantly simple A-B-C approach to strategic management, planning, and change. It provides a unique S
In an attempt to achieve high levels of growth, profit, and competitive advantage, American businesses have been implementing a variety of management initiatives, such as TQM, reengineering, service management, self-directed work teams, and empowerment. Too often, these initiatives, when implemented individually, fail or provide only short-term results. American industry is now realizing that no single initiative can provide an overall, long-term solution. A more comprehensive, integrated approach is necessary to sustain future success. Sustaining High Performance shows you how to develop and implement an integrative "systems-thinking" strategy that will ensure a successful long-term management plan. Sustaining High Performance will help you reinvent your strategic management system (planning and change) for the 21st century and give you the tools and information to pull ahead of the competition and become a powerhouse organization.
"Successful strategic planning presents a reinvented model of strategic planning for the twenty-first century. Its objective is to help teams, departments, and busineses of all sizes and types to plan and implement strategies in an efficient, holistic, and integrated manner ... "--p. 3.