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基本説明
Includes: visioning methods, problem structuring methods, resource based view of strategy, SWOT / TOWS analysis, system dynamics, agent based modelling, scenario planning, decision and risk analysis, financial evaluation, etc.
Full Description
"In this unique book, management science lifts its view to take in the broader horizons of strategy. the result is a frame work for strategy development, and a range of methods and models to make it operational." - Professor Jonathan Rosenhead, London School of Economics "This book will be invaluable for both strategists who need practical tools and for management scientists who are interested in strategic decisions."- John Mingers, Professor of Operational research and Systems, Kent Business School, University of Kent, UK "The authors see strategy formulation and implementations as inseparable activities in which every organisation engages on a continuous basis. This means that this book has the wide scope needed by a manger, from visioning through to performance measurement and financial evaluation. By brining the range of contributors need to cover this space, the authors have managed to provide both a conceptual frame work and the detail needed by real managers who can benefit from the tools and methods described."
- Gill Ringland, CEO and Fellow, SAMI Consulting, St Andrews Management Institute In Changing world, there is no option to stand still; organisations need to review their direction, to create new initiatives, and crucially they need to rehearse their ideas rather than hope for the best. Supporting Strategy: Frameworks, Methods and Models provides the reader with a balanced process for strategic development, spanning direction setting, strategy creation, rehearsal, evaluation and choice, leading to a continuous process of adopting strategic initiatives. It brings together tools from the fields of Strategy and Operational research/ Management Science, Creating a unique collection of practical frameworks, methods and models that individually and in combination provide a valuable resource for the practice of supporting strategy. Topics covered by the book include: drama theory, visioning, problem structuring methods, resource based view of strategy, SWOT/TOWS analysis, system dynamics, agent based modelling, scenario planning, decision and risk analysis, financial evaluation, real options, robustness analysis and performance measurement.
This book is a valuable resource for managers how are looking for ways to support strategic development in their organisations. It is also essential reading for students studying management science/operational research and strategy courses.
Contents
Preface ix About the Contributors xi Part I Introduction 1 Chapter 1 The Strategic Development Process 3 Robert G. Dyson, Jim Bryant, John Morecroft and Frances O'Brien Part II Setting Direction 25 Chapter 2 Visioning: A Process for Strategic Development 27 Maureen Meadows and Frances O'Brien Chapter 3 Achieving Strategy Coherence 55 Jim Bryant and Nigel Howard Chapter 4 Problem Structuring and the Building and Negotiation of Strategic Agendas 87 Alberto Franco, Jim Bryant and Giles Hindle Part III Creating Strategic Initiatives 115 Chapter 5 Strategy Creation - The Resource-Based View 117 Abhijit Mandal Chapter 6 Methods for Creating Strategic Initiatives 137 Robert G. Dyson Part IV Rehearsing Strategy 155 Chapter 7 System Dynamics Modelling for Strategic Development 157 Martin Kunc and John Morecroft Chapter 8 The Impact of Organisational Complexity in the Strategy Development Process 191 Adrian A. Caldart and Fernando S. Oliveira Chapter 9 Creating and Using Scenarios - Exploring Alternative Possible Futures and their Impact on Strategic Decisions 211 Frances O'Brien, Maureen Meadows and Martin Murtland Part V Evaluating Performance 249 Chapter 10 Decision and Risk Analysis for the Evaluation of Strategic Options 251 Gilberto Montibeller and Alberto Franco Chapter 11 Performance Measurement 285 Efstathios Tapinos and Robert G. Dyson Chapter 12 A Financial Perspective on Strategic Investments 313 Robert H. Berry Chapter 13 Flexibility, Robustness and Real Options 343 Robert G. Dyson and Fernando S. Oliveira Part VI Combining Approaches to Support Strategic Development 367 Chapter 14 Gone Fishing: A Case Study 369 Jim Bryant, Maureen Meadows, John Morecroft and Frances O'Brien Author Index 395 Subject Index 401
