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Building a culture of entrepreneurship from strategic modeling, contributes to directing efforts in the selected path, guaranteeing results in the short and medium term. This statement is based on the implications of the term, since, when speaking of strategic modeling, it necessarily refers to the exercise carried out by business organizations or not, in order to define both the strategies and the tactical actions required to develop in a manner effective management to be carried out. Therefore, it is essential to specify the model and prioritize the strategies with the aim of achieving greater viability at the time of reaching the proposed goals. In this sense, the initiatives that some university institutions have taken with the development of an entrepreneurial culture, even when it has not given the expected results, due to ignorance or little use, are of vital importance for the public university institutions of the municipality of Soledad Atlántico, organizations that have expressed interest in the continuous improvement and quality of all their processes.
The long-awaited follow-up to the international bestsellers, Business Model Generation and Value Proposition Design Alex Osterwalder and Yves Pigneurs’ Business Model Canvas changed the way the world creates and plans new business models. It has been used by corporations and startups and consultants around the world and is taught in hundreds of universities. After years of researching how the world’s best companies develop, test, and scale new business models, the authors have produced their definitive work. The Invincible Company explains what every organization can learn from the business models of the world’s most exciting companies. The book explains how companies such as Amazon, IKEA, Airbnb, Microsoft, and Logitech, have been able to create immensely successful businesses and disrupt entire industries. At the core of these successes are not just great products and services, but profitable, innovative business models--and the ability to improve existing business models while consistently launching new ones. The Invincible Company presents practical new tools for measuring, managing, and accelerating innovation, and strategies for reducing risk when launching new business models. Serving as a blueprint for your growth strategy, The Invincible Company explains how to constantly stay ahead of your competition. In-depth chapters explain how to create new growth engines, change how products and services are created and delivered, extract maximum profit from each type of business model, and much more. New tools—such as the Business Model Portfolio Map, Innovation Metrics, Innovation Strategy Framework, and the Culture Map—enable readers to understand how to design invincible companies. The Invincible Company: ● Helps large and small companies build their growth strategy and manage their core simultaneously ● Explains the world's best modern and historic business models ● Provides tools to assess your business model, innovation readiness, and all of your innovation projects Presented in striking 4-color, and packed with practical visuals and tools, The Invincible Company is a must-have book for business leaders, entrepreneurs, and innovation professionals.
Building a Positive Company Culture: Strategies for Success is a comprehensive guide for leaders, managers, and HR professionals seeking to create and sustain a thriving workplace environment. This book delves into the essential components of a positive company culture, from defining vision and values to fostering leadership, engagement, and innovation. Through practical strategies, case studies, and actionable insights, readers will learn how to build an inclusive, supportive, and dynamic culture that drives success and satisfaction for both employees and the organization. Whether you’re looking to transform your current culture or sustain long-term success, this book provides the tools and knowledge to make it happen.
Insightful modelling of dynamic systems for better business strategy The business environment is constantly changing and organisations need the ability to rehearse alternative futures. By mimicking the interlocking operations of firms and industries, modelling serves as a ‘dry run’ for testing ideas, anticipating consequences, avoiding strategic pitfalls and improving future performance. Strategic Modelling and Business Dynamics is an essential guide to credible models; helping you to understand modelling as a creative process for distilling and communicating those factors that drive business success and sustainability. Written by an internationally regarded authority, the book covers all stages of model building, from conceptual to analytical. The book demonstrates a range of in-depth practical examples that vividly illustrate important or puzzling dynamics in firm operations, strategy, public policy, and everyday life. This updated new edition also offers a rich Learners' website with models, articles and videos, as well as a separate Instructors' website resource, with lecture slides and other course materials (see Related Websites/Extra section below). Together the book and websites deliver a powerful package of blended learning materials that: Introduce the system dynamics approach of modelling strategic problems in business and society Include industry examples and public sector applications with interactive simulators and contemporary visual modelling software Provide the latest state-of-the-art thinking, concepts and techniques for systems modelling The comprehensive Learners' website features models, microworlds, journal articles and videos. Easy-to-use simulators enable readers to experience dynamic complexity in business and society. Like would-be CEOs, readers can re-design operations and then re-simulate in the quest for well-coordinated strategy and better performance. The simulators include a baffling hotel shower, a start-up low-cost airline, an international radio broadcaster, a diversifying tyre maker, commercial fisheries and the global oil industry. "Much more than an introduction, John Morecroft’s Strategic Modelling and Business Dynamics uses interactive ‘mini-simulators and microworlds’ to create an engaging and effective learning environment in which readers, whatever their background, can develop their intuition about complex dynamic systems." John Sterman, Jay W. Forrester Professor of Management, MIT Sloan School of Management "Illustrated by examples from everyday life, business and policy, John Morecroft expertly demonstrates how systems thinking aided by system dynamics can improve our understanding of the world around us." Stewart Robinson, Associate Dean Research, President of the Operational Research Society, Professor of Management Science, School of Business and Economics, Loughborough University
Market innovation has long been dominated by the worldview of engineers and economists: build a better mousetrap and the world will take notice. But there's another important way to build new businesses: with innovative ideologies rather than innovative mousetraps. Consider Coca-Cola, Nike, Jack Daniel's, Marlboro, Starbucks, Corona, Oprah, The Body Shop: all built with innovative ideologies. Further many "better mousetraps" are much more compelling to consumers when bundled with innovative ideologies; consider BMW, Apple, and Whole Foods. Cultural Strategy provides a step-by-step guide for managers and entrepreneurs to build businesses in this simple but effective way. Holt and Cameron analyse a series of classic cases that relied on these bold, innovative strategies: Nike, Marlboro, Starbucks, Jack Daniels, vitaminwater, and Ben & Jerry's. They then demonstrate how the theory works as an actionable strategy model, drawing upon their consulting work. They show how cultural strategy takes start-up brands into the mass market (Fat Tire beer), overcomes "better mousetraps" wars in a technology driven category (ClearBlue pregnancy test), effectively challenges a seemingly insurmountable incumbent (FUSE music channel vs MTV), and develops a social innovation (The Freelancers Union). Holt and Cameron also describe the best organizational model for pursuing this approach, which they term "the cultural studio". The book demonstrates that the top consumer marketing companies are consistently poor at this type of innovation because they rely on an antithetic organization structure, what the authors term "the brand bureaucracy". To succeed at cultural innovation requires not only a very different approach to strategy, but a new way of organizing as well.
In Indian context.
This book discusses different innovative business models adopted by social enterprises to bring about social change in terms of creating capabilities among the marginalised section of people. These models also bring the sustainability of the enterprises to serve the people continuously. Establishing a theoretical base for further research in the area of business models in social entrepreneurship, the book consists of research work from various disciplines from scholars with experience and insights on social entrepreneurship, and who discuss one or more aspect(s) of business model, presenting their work with sound research methodologies. The book takes a broader view of the concept – a) social entrepreneurs are driven by social value and justice, b) social entrepreneur may or may not have a market orientation, c) social entrepreneurs solve variety of social problems such as poverty, health, illiteracy, environmental degradation using the principles of business and with the help of social innovation, and d) social enterprise focus on bringing social change by creating social impact. Chapters of this book are divided into three core themes. The first one – Concepts, Patterns and Values – includes contributions related to sustainable development, business model and vale creation in the context of social entrepreneurship, innovation and cross-cultural influence on business models aspects. The chapter of second theme – Enablers and Influencers – discuss role of corporate in promoting social entrepreneurship as a social responsibility, social entrepreneurship and value creation, BoP market, supply chain, structural and infrastructural choices, family as a stakeholder of indigenous enterprise, and women entrepreneurship. The third and final theme – Innovation – addresses social, open innovation and business model innovations, IPR, firm performance, collaboration and alliance, software and biotechnology industries, decision logic behind social enterprise creation, and strategy and strategic philanthropy concepts. Containing contributions from academia, industry professionals, investors, policy-makers, and other professionals, all from multiple disciplines, the book would interest the same vast audience.
Toward Entrepreneurial Community Development is about developing entrepreneurial communities, and goes beyond theories of the firm to demonstrate how local and regional society contributes in important ways to the vitality of entrepreneurs. The literature is rich with insights about leadership and culture within SMEs, and the behaviours and attitudes of their founders, founding teams, and managers. Since most of the attention in the entrepreneurship literature is focused on firms, we wish to explore everyone else: The social environment surrounding the entrepreneur, and how leadership and culture outside the firm can have pervasive effects on the business. This book reaches across disciplinary boundaries, integrating and advancing knowledge on entrepreneurial community development. The book identifies actionable leadership strategies that can be used by literally anyone to help make a community or region a more culturally-supportive, interactive home for entrepreneurial minds. We draw from original research to compare high and low entrepreneurship communities, and present an emergent picture of how community-level actors can (or fail to) work together to support entrepreneurship in places that are culturally distant from the Silicon Valley (i.e., most places). Toward Entrepreneurial Community Development then offers techniques for entrepreneurial community leadership, including how to build lasting alliances, create an image, and harness the local culture for entrepreneurial advantage. The result is a book that provides the reader with the latest advancements and techniques in entrepreneurship development in a straight-forward, readable format. No matter the reader, Toward Entrepreneurial Community Development demonstrates how anyone, in any position, can lead a local entrepreneurship movement starting anywhere, anytime.
How do we explain the breakthrough market success of businesses like Nike, Starbucks, Ben & Jerry's, and Jack Daniel's? Conventional models of strategy and innovation simply don't work. The most influential ideas on innovation are shaped by the worldview of engineers and economists - build a better mousetrap and the world will take notice. Holt and Cameron challenge this conventional wisdom and take an entirely different approach: champion a better ideology and the world will take notice as well. Holt and Cameron build a powerful new theory of cultural innovation. Brands in mature categories get locked into a form of cultural mimicry, what the authors call a cultural orthodoxy. Historical changes in society create demand for new culture - ideological opportunities that upend this orthodoxy. Cultural innovations repurpose cultural content lurking in subcultures to respond to this emerging demand, leapfrogging entrenched incumbents. Cultural Strategy guides managers and entrepreneurs on how to leverage ideological opportunities: - How managers can use culture to out-innovate their competitors - How entrepreneurs can identify new market opportunities that big companies miss - How underfunded challengers can win against category Goliaths - How technology businesses can avoid commoditization - How social entrepreneurs can develop businesses that appeal to more than just fellow activists - How subcultural brands can break out of the 'cultural chasm' to mass market success - How global brands can pursue cross-cultural strategies to succeed in local markets - How organizations can maximize their innovation capabilities by avoiding the brand bureaucracy trap Written by leading authorities on branding in the world today, along with one of the advertising industry's leading visionaries, Cultural Strategy transforms what has always been treated as the "intuitive" side of market innovation into a systematic strategic discipline.
Most organizations fail to take full advantage of their employees' knowledge, initiative, and imagination. In this accessible and practical book, J.-C. Spender and Bruce Strong provide a guide for building entrepreneurial workforces through carefully designed conversations between management and employees. These 'strategic conversations' make employees partners in the strategy development process, engaging them to help shape the organization's future. The result is transformational: instead of strategy being a dry, periodic planning exercise for the few, it becomes a dynamic and continuous act of co-creation enriched by the many. Case studies illustrate how leading organizations have used strategic conversations to build sustained competitive advantage, create innovative business models, make better decisions under uncertainty, reduce the need for change management, and enhance employee engagement. The book will appeal to managers, entrepreneurs of all stripes, and teachers and students in schools of business and public administration.