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Essay from the year 2020 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Portsmouth, language: English, abstract: This essay focuses on the role of the TOWS matrix in strategy work. The purpose of this perspective is to reflect upon the usage, experience and usefulness of using the TOWS (Threats, Opportunities, Weaknesses, Strengths) matrix based on personal impressions and experience made as a strategy consultant working on a strategic project for Nike’s footwear segment in the USA. A TOWS matrix was created for the presentation. The key findings are that the TOWS matrix facilitates the development of strategic options which consider both external and internal factors. Moreover, the TOWS matrix forces a view on threats and weaknesses to make practitioners aware of aspects that need to be improved, overcome or changed. However, it has also been found that the TOWS matrix can frame and limit the thinking.
Your next professional move can make or break your career. Are you ready? In business, especially today, you are only as successful as your next career transition. Do well, and you'll be on the fast track to even more challenging roles. Fail, and you could irreparably harm your career--and your organization. In his international bestseller The First 90 Days, transition guru Michael D. Watkins outlined a set of basic principles for getting up to speed quickly in new professional roles. Since that book was published Watkins has worked with thousands of leaders, helping them to accelerate their transitions. These leaders posed challenging questions on how to apply the basic principles in real-life situations. The truth that emerged: the First 90 Days framework can be applied in every transition, but the way you apply it is entirely different when you have been promoted to a higher level than it is when you are joining a new organization or taking a role in a different country. Master Your Next Move answers a distinct need, focusing on the most common types of transitions leaders face and the unique challenges posed by each. Based on years of research, and now with a new introduction, this indispensable book explores eight crucial transitions virtually everyone encounters during their career, including promotion, leading former peers, onboarding into a new company, making an international move, and turning around a business in crisis. With real-world examples and many practical models and tools, Master Your Next Move is your guide to surviving and thriving as you make your next move . . . and every one after that.
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.
Shows how managers can use the conceptual framework of TPC theory (technical, political, and cultural dynamics) to cope with major strategic reorientation. Raises such fundamental questions about the nature of organizations. What business(es) should we be in? Who should reap what benefits from the organization? What are the values and norms of organizational members? Provides concepts and workable technologies for dealing with these questions and preparing for future change. Includes extensive examples.
There are a range of views of the strategic development process within organisations. Some see the process as being purely creative, with little or no scope for analysis at any stage (hunch-and-hope). Others see it as being over-formalised, static and focusing on producing a strategic plan rather than on actions. The approach adopted in this book argues that for effective strategic decision making, creativity needs to be supported by structured methods. The strategic development process consists of a series of elements which need to be working effectively for the process to ensure the successful development of the organisation. These elements include objective setting and performance measurement, strategic initiative formulation, strategic evaluation and a process for modelling uncertain/uncontrollable factors. The book then presents a range of hard and soft methods and models capable of supporting them. These include the balanced scorecard, visioning, the TOWS matrix, cognitive mapping, scenario development, systems dynamics modelling, transformation methods such as reengineering, strategic investment appraisal and real option theory. The book should be of interest to both academics and practitioners concerned with strategic development and those teaching and researching in the fields of strategic management, management science and operational research. The book is developed from a previous text Strategic Planning: Models and Analytical Techniques, (Wiley, 1992) following a similar approach and including some of the same methods and models but incorporating an entirely new set of articles including contemporary classics by Eden, Kaplan, Keeney, Porter, Schoemaker and others.
The examiner-reviewed P3 Practice and Revision Kit provides invaluable guidance on how to approach the exam and contains past ACCA exam questions for you to try. It focuses on teaching you what to look for in questions and how to determine what the requirements are asking you to do. It contains many past exam questions and additional questions prepared by BPP Learning Media which reflect the scenarios and technical questions you will find in the exam.
In this engaging and practical book, authors Lisa K. Gundry and Jill R. Kickul uniquely approach entrepreneurship across the life cycle of business growth—offering entrepreneurial strategies for the emerging venture, for the growing venture, and for sustaining growth in the established venture. Written from the point of view of the founder or the entrepreneurial team, the book offers powerful and practical tools to increase a venture's potential for success and growth.
Since the end of the Cold War, the United States Army has been reengineered and downsized more thoroughly than any other business. In the early 1990s, General Sullivan, army chief of staff, and Colonel Harper, his key strategic planner, took the post-Cold War army into the Information Age. Faced with a 40 percent reduction in staff and funding, they focused on new peacetime missions, dismantled a cumbersome bureaucracy, reinvented procedures, and set the guidelines for achieving a vast array of new goals. Hope Is Not a Method explains how they did it and shows how their experience is extremely relevant to today's businesses. From how to stay on top of long-range issues to how to maintain a productive work force during times of change, it offers invaluable lessons in leadership and provides proven tactics any business can implement.
In this book Amrit Tiwana, walks step by step through the development of a state-of-the-art enterprise Knowledge Management System. Thoroughly revised to reflect today's latest tools, technologies, and best practices, this hands-on guide offers a complete roadmap for building KM systems incrementally - with each delivering new business value and seamlessly building on the work that receded it. Utilizing practical checklists and diagrams, Tiwana introduces best techniques for planning, design, management, deployment and management.
This textbook familiarises students with the theory and practice of small business management and challenges assumptions that may be held about the way small business management can or should adopt the management practices of larger firms. For students interested in establishing and managing their own small firm, this book helps them to focus their thinking on the realities of life as a small business owner-manager – both its challenges and its rewards. For postgraduate students that are keen to ‘make a difference’, this text enables them to understand how they might consult to small firms and assist owner-managers to establish and grow their ventures. In addition to students, this book is also useful to small business owner-managers as a general guide on how they might better manage their operations. Managers in large corporations and financial institutions who deal with small businesses as clients or suppliers, and professionals such as accountants, lawyers and consultants who provide advice and other services to small businesses will also find the book of interest.