Managing from clarity. Identifying, aligning and leveraging strategic resources

Ritchie-Dunham James L., Rabbino Hal T.

ξενόγλωσσα • οικονομία

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In searching for the organizational “magic” that makes some businesses thrive and others fail, management gurus, academic seers and business leaders strive to articulate a single reason for success. Managers are then faces with analyzing numerous findings and trying to integrate the best elements from each view that makes sense to them.

Managing from clarity integrates the different views into one, streamlined structure which includes organizational as well as operational dynamics and moves it into the realm of strategic management. A host of tools and processes are presented, which offer leaders the means to make informed and deeply thought decisions on how best to balance multiple strategic issues.

Acknowledgements
1. Introduction: Why manage from clarity? What does it mean?
2. The GRASP map: Capturing and integrating expert understanding of the business model
3. The top to bottom gap: Making explicit the global and local perspectives of the system
4. Management’s job: Integrating the local perspectives to achieve the global perspective
5. Key resource dynamics: Understanding the drivers of the resource bundles that provide competitive advantage
6. Resource integration: Testing the strategy for superior performance
7. Scenario planning and strategic foresight: Testing the assumption underlying the strategy
8. Learning interfaces: Communicating the robust model
9. Application arenas
10. Future developments: The strategist
Notes
References
Index