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La sottile arte della strategia: pianificazione organizzativa in tempi incerti-
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Numero oggetto eBay:394888761271
Specifiche dell'oggetto
- Condizione
- ISBN
- 9781567204353
- Subject Area
- Business & Economics
- Publication Name
- Subtle Art of Strategy : Organizational Planning in Uncertain Times
- Publisher
- ABC-Clio, LLC
- Item Length
- 9.2 in
- Subject
- General, Strategic Planning
- Publication Year
- 2003
- Type
- Textbook
- Format
- Hardcover
- Language
- English
- Item Height
- 1 in
- Item Weight
- 16 Oz
- Item Width
- 6.1 in
- Number of Pages
- 192 Pages
Informazioni su questo prodotto
Product Identifiers
Publisher
ABC-Clio, LLC
ISBN-10
156720435X
ISBN-13
9781567204353
eBay Product ID (ePID)
2309430503
Product Key Features
Number of Pages
192 Pages
Language
English
Publication Name
Subtle Art of Strategy : Organizational Planning in Uncertain Times
Subject
General, Strategic Planning
Publication Year
2003
Type
Textbook
Subject Area
Business & Economics
Format
Hardcover
Dimensions
Item Height
1 in
Item Weight
16 Oz
Item Length
9.2 in
Item Width
6.1 in
Additional Product Features
Intended Audience
College Audience
LCCN
2003-048231
TitleLeading
The
Dewey Edition
21
Number of Volumes
1 vol.
Illustrated
Yes
Dewey Decimal
658.4/012
Table Of Content
Illustrations Acknowledgments Introduction and Perspective Strategic Planning: It's Origins and Evolution The Many Faces of Strategy Harnessing the Power of Opposites
Synopsis
Strategy--and the planning that created it--has too often failed to deliver its promised results. The reasons for this failure are many and varied, but include an over-reliance on the next big thing in strategic methodology, a failure to recognize and deal with the total change that strategy requires in an organization, and an inability to deal with uncertainty. Wilson argues that strategy is a subtle and demanding art, far more than it is a science or a methodology. - To succeed in dealing with complex, interacting forces inside and outside the organization, strategy must: - Deal with the totality of the organization in the context of its total environment (not just one function or one facet of the organization) - Learn to harness the power of opposites (the sometimes conflicting objectives of the organization, e.g., the long term and short term; vision and execution; economic constraints and social responsibility) - Deal constructively with pervasive uncertainty in its future - Develop a strategic vision - Create a culture that fosters a strategic mindset throughout the organization. Without constant change and adaptation, a strategy will fail. Continuing success depends, therefore, upon constant learning from customers, competitors, changes in our environment, and our own mistakes., Strategy--and the planning that created it--has too often failed to deliver its promised results. The reasons for this failure are many and varied, but include an over-reliance on the next big thing in strategic methodology, a failure to recognize and deal with the total change that strategy requires in an organization, and an inability to deal with uncertainty. Wilson argues that strategy is a subtle and demanding art, far more than it is a science or a methodology. * To succeed in dealing with complex, interacting forces inside and outside the organization, strategy must: * Deal with the totality of the organization in the context of its total environment (not just one function or one facet of the organization) * Learn to harness the power of opposites (the sometimes conflicting objectives of the organization, e.g., the long term and short term; vision and execution; economic constraints and social responsibility) * Deal constructively with pervasive uncertainty in its future * Develop a strategic vision * Create a culture that fosters a strategic mindset throughout the organization. Without constant change and adaptation, a strategy will fail. Continuing success depends, therefore, upon constant learning from customers, competitors, changes in our environment, and our own mistakes., Wilson investigates the all-too-frequent failures of strategic planning, explains the reasons for such disappointments, and reformulates strategic planning as a long-term, holistic art form.
LC Classification Number
HD30
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