Supporting strategy : frameworks, methods and models
Author(s)
Bibliographic Information
Supporting strategy : frameworks, methods and models
John Wiley & Sons, c2007
- : pbk
Available at 2 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
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  Sweden
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  United States of America
Note
Includes bibliographical references and indexes
Contents of Works
- The strategic development process / Robert G. Dyson, Jim Bryant, John Morecroft, Frances O'Brien
- Visioning : a process for strategic development / Maureen Meadows, Frances O'Brien
- Achieving strategy coherence / Jim Bryant, Nigel Howard
- Problem structuring and the building and negotiation of strategic agendas / Alberto Franco, Jim Bryant, Giles Hindle
- Strategy creation : the resource-based view / Abhijit Mandal
- Methods for creating strategic initiatives / Robert G. Dyson
- System dynamics modelling for strategic development / Martin Kune, John Morecroft
- The impact of organisational complexity in the strategy development process / Adrián A. Caldart, Fernando S. Oliveira
- Creating and using scenarios : exploring alternative possible futures and their impact on strategic decisions / Frances O'Brien, Maureen Meadows, Martin Murtland
- Decision and risk analysis for the evaluation of strategic options / Gilberto Montibeller, Alberto Franco
- Performace measurement / Efstathios Tapinos, Robert G. Dyson
- A financial perspective on strategic investments / Robert H. Berry
- Flexibility, robustness and real options / Robert G. Dyson, Fernando S. Oliveira
- Gone fishing : a case study / Jim Bryant, Maureen Meadows, John Morecroft, Frances O'Brien
Description and Table of Contents
- Volume
-
: pbk ISBN 9780470057179
Description
Supporting Strategy develops the concept of the strategic development process. The book begins by describing a balanced process for strategy development, spanning direction setting, strategy creation, rehearsal, evaluation and choice, leading to a continuous process of adopting strategic initiatives. It then goes on to present a practical collection of frameworks, methods and models which both individually and in combination can be used to support strategy. The collection includes: drama theory, visioning methods, problem structuring methods, resource based view of strategy, SWOT / TOWS analysis, system dynamics, agent based modelling, scenario planning, decision and risk analysis, financial evaluation, real options, robustness analysis and performance measurement. This is a contributed work with original content written fro the book from leading academics in the field, including Maureen Meadows, Robert Berry, Jim Bryant, Adrian Caldart, Alberto Franco, Giles Hindle, Nigel Howard, Martin Kunc, Abhijit Mandal, Gilberto Montibeller, John Morecroft, Martin Murtland, Fernando Oliveira, and Efstathios Tapinos.
Table of Contents
Preface ix About the Contributors xi
Part I Introduction 1
Chapter 1 The Strategic Development Process 3
Robert G. Dyson, Jim Bryant, John Morecroft and Frances O'Brien
Part II Setting Direction 25
Chapter 2 Visioning: A Process for Strategic Development 27
Maureen Meadows and Frances O'Brien
Chapter 3 Achieving Strategy Coherence 55
Jim Bryant and Nigel Howard
Chapter 4 Problem Structuring and the Building and Negotiation of Strategic Agendas 87
Alberto Franco, Jim Bryant and Giles Hindle
Part III Creating Strategic Initiatives 115
Chapter 5 Strategy Creation - The Resource-Based View 117
Abhijit Mandal
Chapter 6 Methods for Creating Strategic Initiatives 137
Robert G. Dyson
Part IV Rehearsing Strategy 155
Chapter 7 System Dynamics Modelling for Strategic Development 157
Martin Kunc and John Morecroft
Chapter 8 The Impact of Organisational Complexity in the Strategy Development Process 191
Adrian A. Caldart and Fernando S. Oliveira
Chapter 9 Creating and Using Scenarios - Exploring Alternative Possible Futures and their Impact on Strategic Decisions 211
Frances O'Brien, Maureen Meadows and Martin Murtland
Part V Evaluating Performance 249
Chapter 10 Decision and Risk Analysis for the Evaluation of Strategic Options 251
Gilberto Montibeller and Alberto Franco
Chapter 11 Performance Measurement 285
Efstathios Tapinos and Robert G. Dyson
Chapter 12 A Financial Perspective on Strategic Investments 313
Robert H. Berry
Chapter 13 Flexibility, Robustness and Real Options 343
Robert G. Dyson and Fernando S. Oliveira
Part VI Combining Approaches to Support Strategic Development 367
Chapter 14 Gone Fishing: A Case Study 369
Jim Bryant, Maureen Meadows, John Morecroft and Frances O'Brien
Author Index 395
Subject Index 401
- Volume
-
ISBN 9780470057186
Description
"In this unique book, management science lifts its view to take in the broader horizons of strategy. the result is a frame work for strategy development, and a range of methods and models to make it operational." - Professor Jonathan Rosenhead, London School of Economics "This book will be invaluable for both strategists who need practical tools and for management scientists who are interested in strategic decisions."- John Mingers, Professor of Operational research and Systems, Kent Business School, University of Kent, UK "The authors see strategy formulation and implementations as inseparable activities in which every organisation engages on a continuous basis. This means that this book has the wide scope needed by a manger, from visioning through to performance measurement and financial evaluation. By brining the range of contributors need to cover this space, the authors have managed to provide both a conceptual frame work and the detail needed by real managers who can benefit from the tools and methods described."
- Gill Ringland, CEO and Fellow, SAMI Consulting, St Andrews Management Institute In Changing world, there is no option to stand still; organisations need to review their direction, to create new initiatives, and crucially they need to rehearse their ideas rather than hope for the best. Supporting Strategy: Frameworks, Methods and Models provides the reader with a balanced process for strategic development, spanning direction setting, strategy creation, rehearsal, evaluation and choice, leading to a continuous process of adopting strategic initiatives. It brings together tools from the fields of Strategy and Operational research/ Management Science, Creating a unique collection of practical frameworks, methods and models that individually and in combination provide a valuable resource for the practice of supporting strategy. Topics covered by the book include: drama theory, visioning, problem structuring methods, resource based view of strategy, SWOT/TOWS analysis, system dynamics, agent based modelling, scenario planning, decision and risk analysis, financial evaluation, real options, robustness analysis and performance measurement.
This book is a valuable resource for managers how are looking for ways to support strategic development in their organisations. It is also essential reading for students studying management science/operational research and strategy courses.
Table of Contents
Preface ix About the Contributors xi Part I Introduction 1 Chapter 1 The Strategic Development Process 3 Robert G. Dyson, Jim Bryant, John Morecroft and Frances O'Brien Part II Setting Direction 25 Chapter 2 Visioning: A Process for Strategic Development 27 Maureen Meadows and Frances O'Brien Chapter 3 Achieving Strategy Coherence 55 Jim Bryant and Nigel Howard Chapter 4 Problem Structuring and the Building and Negotiation of Strategic Agendas 87 Alberto Franco, Jim Bryant and Giles Hindle Part III Creating Strategic Initiatives 115 Chapter 5 Strategy Creation - The Resource-Based View 117 Abhijit Mandal Chapter 6 Methods for Creating Strategic Initiatives 137 Robert G. Dyson Part IV Rehearsing Strategy 155 Chapter 7 System Dynamics Modelling for Strategic Development 157 Martin Kunc and John Morecroft Chapter 8 The Impact of Organisational Complexity in the Strategy Development Process 191 Adrian A. Caldart and Fernando S. Oliveira Chapter 9 Creating and Using Scenarios - Exploring Alternative Possible Futures and their Impact on Strategic Decisions 211 Frances O'Brien, Maureen Meadows and Martin Murtland Part V Evaluating Performance 249 Chapter 10 Decision and Risk Analysis for the Evaluation of Strategic Options 251 Gilberto Montibeller and Alberto Franco Chapter 11 Performance Measurement 285 Efstathios Tapinos and Robert G. Dyson Chapter 12 A Financial Perspective on Strategic Investments 313 Robert H. Berry Chapter 13 Flexibility, Robustness and Real Options 343 Robert G. Dyson and Fernando S. Oliveira Part VI Combining Approaches to Support Strategic Development 367 Chapter 14 Gone Fishing: A Case Study 369 Jim Bryant, Maureen Meadows, John Morecroft and Frances O'Brien Author Index 395 Subject Index 401
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