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Strategic Management: Strategists at Work provides a practical and simple approach to developing a comprehensive strategic plan, as the authors share what they have learned through two decades of strategy work with a myriad...
Strategic Management: Strategists at Work provides a practical and simple approach to developing a comprehensive strategic plan, as the authors share what they have learned through two decades of strategy work with a myriad of organisations. Focusing on the practicalities of developing strategy and presenting cutting edge theory in an accessible manner, this book delivers key insights into the strategist's role.
Key benefits: • Provides a comprehensive range of templates that have been road-tested with over 400 senior managers • Includes extensive case material and interviews • Lecture slides, tutorials, and multiple choice questions available on the companion website
Focuses on the practicalities of developing strategy and presenting cutting edge theory in an accessible manner while delivering key insights into the strategist's role. Underpinned by sound academic theory, it is highly applied and firmly links theory to bestpractice through the inclusion of many short, empirical examples, case materials and interviews Provides a comprehensive range of templates that have been roadtested with over 400 senior managers Each chapter has e a similar structure that contains the following: o Executive Summary: sets the scene; explains what the chapter is about and why it's important o Overview of the topic: the core part covers the background and key theories and developments o Contemporary issues: linked to practice; providing current cuttingedge thinking from the management journals o Window on Practice boxes: brief examples from industry or consultancies to highlight the topic in practice o Taking it Further: suggestions for journal articles/further reading o Case studies: with further detail, including financials, on a companion website to give lecturers flexibility of depth into which to cases are explored o Suggestions for project topics: ideas for students' dissertations
1. Introduction 2. A Brief History of Strategy and Strategists 3. The Running Cases 4. Diagnosis 5. Strategic Intent 6. Trends and Opportunities 7. Resources and Capabilities 8. Strategic Options 9. Evaluating Strategy 10. Building a Comprehensive Strategy 11. The Strategy Cycle 12. From Logic to Action 13. Strategy's History Revisited, Strategic Management ReframedCase 1: AppleCase 2: NokiaCase 3: ABBCase 4: Nine Dragons Appendix 1: The Strategy Cycle Templates Appendix 2: Writing a Business PlanAppendix 3: Writing a Strategy Assignment.
Robert MacIntosh is Professor of Strategy at the University of Glasgow. He trained as an engineer and has researched strategy development and strategic change for twenty years in a range of public, private, large and small organizations. He has published extensively in top rank journals including Strategic Management Journal, Organization Studies, Human Relations, Journal of Management Studies as well as in a range of more practitioner-oriented outlets including Journal of Business Strategy. He has also published 'Managing Change as Enquiry and Action' with Cambridge University Press (2012).
Donald MacLean is a senior research fellow in the Business School at the University of Glasgow....
Robert MacIntosh is Professor of Strategy at the University of Glasgow. He trained as an engineer and has researched strategy development and strategic change for twenty years in a range of public, private, large and small organizations. He has published extensively in top rank journals including Strategic Management Journal, Organization Studies, Human Relations, Journal of Management Studies as well as in a range of more practitioner-oriented outlets including Journal of Business Strategy. He has also published 'Managing Change as Enquiry and Action' with Cambridge University Press (2012).
Donald MacLean is a senior research fellow in the Business School at the University of Glasgow. His interests lie in the development of innovative approaches to strategy, leadership, and management within and between organizations. He has published extensively in top international journals including The Strategic Management Journal, The British Journal of Management, Organization Studies, Human Relations and Journal of Management Studies. He is a member of the director development faculty of the Institute of Directors in Scotland and, in addition to his academic work, has extensive experience of industry and management through pervious industrial posts, numerous action-research projects and ongoing strategic management coaching and consultancy.
Together, Professors MacIntosh and MacLean have delivered strategy related courses at Glasgow, St Andrews, Edinburgh, Strathclyde and Paris (Sciences Po). They have also undertaken executive development work with private sector organizations including the BP, Scottish and Southern Energy, Babcock International Group, Clydesdale Bank, Yorkshire Bank and public sector organizations including the NHS, HMRC and Local Government.
