The Craft of Strategy Formation
Translating Business Issues into Actionable Strategies
(Sprache: Englisch)
Do the top strategy consultants have a patented model that they use to help their clients set up a business strategy? The answer is no - such a marvellous, secret model does not exist. But the approach of these consultants is totally different from that of...
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Do the top strategy consultants have a patented model that they use to help their clients set up a business strategy? The answer is no - such a marvellous, secret model does not exist. But the approach of these consultants is totally different from that of the strategy departments in companies or that of business schools. Their approach is not secret - it is described in a blow-by-blow account in this book.The book explains for the first time how the leading strategy consultants work. It shows how they set to work in an organization that they do not know, how they bring the truth to light, how they work together with the organization to give shape to the future and how they turn cynics into enthusiasts. This is not a book filled with strategic frameworks - no 7S models, no SWOT analyses, no new theories about the core competences of the organization. This is a handbook for managers and MBA students and graduates who need to solve a problem in a short time and arrive quickly at a usable end product.
The Craft of Strategy Formation describes the approach week by week. It gives practical examples, details a case study throughout the book, warns against pitfalls and explodes myths. Read in this book:
* Why creating a strategy is more than just 'a bit of logical thinking', and how it is that even 10 sharp minds cannot arrive at useful insights 'just like that'
* Why you do not always have to have a vision, and how you can have ideas without being creative
* What the difference is between a helpful and an unhelpful research question, and between a completely wrong and a more or less correct result
* What the strategic difference is between a hat and a walking stick
* How you can learn about your competitor without using industrial espionage
* What the most frequent mistakes are in a financial model and when a financial model is meaningless
* How to make sure that your results do not end up just being shoved into a drawer
Do the top strategy consultants have a patented model that they use to help their clients set up a business strategy? The answer is no - such a marvellous, secret model does not exist. But the approach of these consultants is totally different from that of the strategy departments in companies or that of business schools. Their approach is not secret - it is described in a blow-by-blow account in this book.
The book explains for the first time how the leading strategy consultants work. It shows how they set to work in an organization that they do not know, how they bring the truth to light, how they work together with the organization to give shape to the future and how they turn cynics into enthusiasts. This is not a book filled with strategic frameworks - no 7S models, no SWOT analyses, no new theories about the core competences of the organization. This is a handbook for managers and MBA students and graduates who need to solve a problem in a short time and arrive quickly at a usable end product.
The Craft of Strategy Formation describes the approach week by week. It gives practical examples, details a case study throughout the book, warns against pitfalls and explodes myths. Read in this book:
- Why creating a strategy is more than just 'a bit of logical thinking', and how it is that even 10 sharp minds cannot arrive at useful insights 'just like that'
- Why you do not always have to have a vision, and how you can have ideas without being creative
- What the difference is between a helpful and an unhelpful research question, and between a completely wrong and a more or less correct result
- What the strategic difference is between a hat and a walking stick
- How you can learn about your competitor without using industrial espionage
- What the most frequent mistakes are in a financial model and when a financial model is meaningless
- How to make sure that your results do not end up just being shoved into a drawer
The book explains for the first time how the leading strategy consultants work. It shows how they set to work in an organization that they do not know, how they bring the truth to light, how they work together with the organization to give shape to the future and how they turn cynics into enthusiasts. This is not a book filled with strategic frameworks - no 7S models, no SWOT analyses, no new theories about the core competences of the organization. This is a handbook for managers and MBA students and graduates who need to solve a problem in a short time and arrive quickly at a usable end product.
The Craft of Strategy Formation describes the approach week by week. It gives practical examples, details a case study throughout the book, warns against pitfalls and explodes myths. Read in this book:
- Why creating a strategy is more than just 'a bit of logical thinking', and how it is that even 10 sharp minds cannot arrive at useful insights 'just like that'
- Why you do not always have to have a vision, and how you can have ideas without being creative
- What the difference is between a helpful and an unhelpful research question, and between a completely wrong and a more or less correct result
- What the strategic difference is between a hat and a walking stick
- How you can learn about your competitor without using industrial espionage
- What the most frequent mistakes are in a financial model and when a financial model is meaningless
- How to make sure that your results do not end up just being shoved into a drawer
Inhaltsverzeichnis zu „The Craft of Strategy Formation “
PrefaceIntroduction
What is this book all about?
Introduction to the Allware case study
Part I - The preparation phase
Introduction
1 Days 1 to 5 - We create a question out of a concern
2 Days 6 and 7 - We set up a project organisation
3 Day 8 - We structure the question
4 Day 9 - We formulate hypotheses
5 Day 10 - We make a work plan
6 Allware: the first two weeks
Part II - The analysis phase
Introduction
7 Days 11 and 12 - We develop the analyses further
8 Days 13 to 17 - We collect data
9 Days 18 to 42 - We carry out the analyses
10 Days 43 to 45 - We present the conclusions
11 Allware: on with the analysis
Part III - The selection phase
Introduction
12 Day 46 - We put forward some business options
13 Day 47 - We draw up scenarios
14 Days 48 to 57 - We model the results
15 Days 58 to 60 - We choose the strategic direction
16 Days 61 to 65 - We write the strategic plan
17 Allware: make a choice and carry on
Part IV - The implementation phase
Introduction
18 Set up an organisation to implement the strategy
19 Draw up the implementation plan
20 Direct progress
Afterword
Profile of OC&C Strategy Consultants
Index
Autoren-Porträt von Wiebes
Eric Wiebes started his career in the oil industry. He became a strategy consultant in 1990 and a partner at OC&C Strategy Consultants in 1996, advising both corporate clients and national governments on an array of strategic issues. Today, Eric works for the Dutch Ministry of Economic Affairs.Marc Baaij is an associate professor of strategic management at the Rotterdam School of Management (RSM) of the Erasmus University Rotterdam in the Netherlands. Before joining RSM, Marc worked in the industry and in strategy consultancy. Marc teaches strategy formation to graduate students as well as executives.
Bas Keibek became a strategy consultant in 1995 and since then has assisted a diverse spectrum of corporate clients in meeting strategic challenges. Additionally, Bas, a partner of OC&C since 2002, has extensive experience in evaluating potential acquisitions for private equity clients. Prior to joining OC&C he worked in the UK offshore oil industry.
Pieter Witteveen launched OC&C in the Netherlands in 1992. His consulting experience covers a wide range of issues, such as strategic positioning, acquisitions, restructuring and portfolio strategy, for clients in virtually all sectors of business. His career before OC&C includes many years in strategy consulting and several managerial positions.
Bibliographische Angaben
- Autor: Wiebes
- 2007, 1. Auflage, 273 Seiten, Maße: 15,7 x 23,5 cm, Gebunden, Englisch
- Verlag: Wiley & Sons
- ISBN-10: 0470518596
- ISBN-13: 9780470518595
- Erscheinungsdatum: 17.10.2007
Sprache:
Englisch
Rezension zu „The Craft of Strategy Formation “
"...the authors help answer...questions for the senior manager responsible for company strategy, the project manager...and the student..." ( Gulf Business , January 2008)
Pressezitat
"...the authors help answer...questions for the senior manager responsible for company strategy, the project manager...and the student..." ( Gulf Business , January 2008)
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