On the Fly presents a model for allowing strategies toevolve in response to external changes, while still making use ofthe analytical tools that can help to predict the likely success ofpossible different actions. It addresses the importance ofinvolving people at all levels of the organization while alsoacknowledging the importance of control and the different rolesthat strategists at different levels will need to play. Order your copy today!
Autorentext
STEPHEN J. WALL is a Managing Director and Mergers and Acquisitions Practice Leader of Right Management Consultants, a leading organizational consulting and career transition firm with 300 offices worldwide. He is the coauthor of two other books, The New Strategists and The Morning After.
Klappentext
In Praise of On The Fly
"Finally, a book that captures and clearly describes the best practices used to implement strategy successfully."
Bob Silver, Executive Vice President
UBS Wealth Management USA
"Wall's observations and examples helped us do the real work required to get people committed to and aligned with our vision."
Dag Mejdell, President and CEO, Dyno Nobel
"On The Fly provides real insight on how business strategies are developed and how they are implemented in the real world."
John Wright, President, and Jacqueline Moyse, Director of Operational Marketing, InterContinental Hotels
"Steve Wall's ideas help us deal with the real-life complexities of our business challenges."
Tom Waltermire, Chairman and CEO, and Lance Mitchell, Group Vice President, PolyOne Corporation
"This book contains practical advice about involving and gaining the commitment of people to new direction and change, and increases the chances that strategy will be executed successfully."
Dr. Keith Henderson, President, Rutherford Chemicals
Zusammenfassung
On the Fly presents a model for allowing strategies to evolve in response to external changes, while still making use of the analytical tools that can help to predict the likely success of possible different actions. It addresses the importance of involving people at all levels of the organization while also acknowledging the importance of control and the different roles that strategists at different levels will need to play.
Order your copy today!
Inhalt
Preface.
PART I: CREATING A STRATEGY-MAKING ORGANIZATION
1. The New Approach to Strategy.
2. Challenges in Strategy Making.
3. The Dilemma of Empowerment.
4. The Power of Improvisation.
PART II: THE INDIVIDUAL STRATEGY MAKER.
5. Thinking Like a Strategist.
6. The Front-Line Strategist.
7. The Strategy Integrator.
8. The Strategic Leader.
9. The Strategic Organization
Notes.
Acknowledgments.
Index.
About the Author.