Strategic management
Páginas: 76 (18823 palabras)
Publicado: 11 de octubre de 2010
ESSENTIAL MANAGERS
Strategic Management
KEVAN WILLIAMS
Contents
London, New York, Melbourne, Munich, and Delhi
Senior Editor Peter Jones US Editor Margaret Parrish Senior Art Editor Helen Spencer Production Editor Ben Marcus Production Controller Hema Gohil Executive Managing Editor Adèle Hayward Managing Art Editor Kat Mead Art Director Peter Luff Publisher Stephanie Jackson Producedfor Dorling Kindersley Limited by
4
Introduction
CHAPTER 1 Understanding strategy
6 8 Planning for change Counting the benefits
The Stables, Wood Farm, Deopham Road, Attleborough, Norfolk NR17 1AJ www.cobaltid.co.uk Editors Kati Dye, Maddy King, Marek Walisiewicz Designers Paul Reid, Lloyd Tilbury First American Edition, 2009 Published in the United States by DK Publishing 375 HudsonStreet, New York, New York 10014 09 10 11 10 9 8 7 6 5 4 3 2 1 ND134—March 2009 Copyright © 2009 Dorling Kindersley Limited All rights reserved
Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, orotherwise), without the prior written permission of both the copyright owner and the above publisher of this book.
10 Leading your competitors 12 Looking to the future 14 Shaping your strategy
CHAPTER 2 Linking strategy to the market
16 Looking ahead 18 Analyzing your environment 20 Looking at major forces 22 Assessing the market 24 Choosing your approach 26 Fitting or stretching 28 Choosingyour customers 30 Avoiding competition 32 Three generic strategies
Published in Great Britain by Dorling Kindersley Limited. A catalog record for this book is available from the Library of Congress. ISBN 978-0-7566-4859-6 DK books are available at special discounts when purchased in bulk for sales promotions, premiums, fund-raising, or educational use. For details, contact: DK PublishingSpecial Markets, 375 Hudson Street, New York, New York 10014 or SpecialSales@dk.com. Color reproduction by Colorscan, Singapore Printed in China by WKT Discover more at
www.dk.com
CHAPTER 3 Creating a good strategy
34 Setting the priorities 36 Evaluating your options 40 Reading the future 42 Involving stakeholders 44 Linking strategy to structure 46 Knowing when to change 50 Working with othersCHAPTER 4 Implementing your strategy
52 Demonstrating leadership 54 Achieving cultural fit 56 Preparing others for change 60 Overcoming resistance 62 Guiding your team 64 Monitoring progress 66 Managing knowledge 68 Staying on top
70 Index 72 Acknowledgments
Introduction
Strategy is about creating and delivering the future. It is about leading your team or your organization to afuture in which you are able to compete more effectively and to achieve prosperity and sustainability. The skills of strategic management are applicable to those leading a team or planning the direction of any size of organization in all sectors—private, public, and voluntary. Strategic Management is for those taking, or wanting to take, their first steps to developing and implementing strategicchanges. It gives you the tools you need to make effective strategic decisions, by helping you analyze your organization and the world it operates in, plan your strategic approach, and implement the changes. It provides insight into how to gain a competitive advantage, which is at the heart of good strategy. The most important aim of this book, however, is to encourage you to think strategically anddevelop your powers of strategic thinking so that they become second nature. Strategic management is easier than many suggest, yet not all managers take the time to master it. If you do develop the ability to think strategically and learn the skills needed for strategic management, you will make yourself a valuable asset to your organization.
Chapter 1
Understanding strategy
Strategy is...
Strategic Management
KEVAN WILLIAMS
Contents
London, New York, Melbourne, Munich, and Delhi
Senior Editor Peter Jones US Editor Margaret Parrish Senior Art Editor Helen Spencer Production Editor Ben Marcus Production Controller Hema Gohil Executive Managing Editor Adèle Hayward Managing Art Editor Kat Mead Art Director Peter Luff Publisher Stephanie Jackson Producedfor Dorling Kindersley Limited by
4
Introduction
CHAPTER 1 Understanding strategy
6 8 Planning for change Counting the benefits
The Stables, Wood Farm, Deopham Road, Attleborough, Norfolk NR17 1AJ www.cobaltid.co.uk Editors Kati Dye, Maddy King, Marek Walisiewicz Designers Paul Reid, Lloyd Tilbury First American Edition, 2009 Published in the United States by DK Publishing 375 HudsonStreet, New York, New York 10014 09 10 11 10 9 8 7 6 5 4 3 2 1 ND134—March 2009 Copyright © 2009 Dorling Kindersley Limited All rights reserved
Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, orotherwise), without the prior written permission of both the copyright owner and the above publisher of this book.
10 Leading your competitors 12 Looking to the future 14 Shaping your strategy
CHAPTER 2 Linking strategy to the market
16 Looking ahead 18 Analyzing your environment 20 Looking at major forces 22 Assessing the market 24 Choosing your approach 26 Fitting or stretching 28 Choosingyour customers 30 Avoiding competition 32 Three generic strategies
Published in Great Britain by Dorling Kindersley Limited. A catalog record for this book is available from the Library of Congress. ISBN 978-0-7566-4859-6 DK books are available at special discounts when purchased in bulk for sales promotions, premiums, fund-raising, or educational use. For details, contact: DK PublishingSpecial Markets, 375 Hudson Street, New York, New York 10014 or SpecialSales@dk.com. Color reproduction by Colorscan, Singapore Printed in China by WKT Discover more at
www.dk.com
CHAPTER 3 Creating a good strategy
34 Setting the priorities 36 Evaluating your options 40 Reading the future 42 Involving stakeholders 44 Linking strategy to structure 46 Knowing when to change 50 Working with othersCHAPTER 4 Implementing your strategy
52 Demonstrating leadership 54 Achieving cultural fit 56 Preparing others for change 60 Overcoming resistance 62 Guiding your team 64 Monitoring progress 66 Managing knowledge 68 Staying on top
70 Index 72 Acknowledgments
Introduction
Strategy is about creating and delivering the future. It is about leading your team or your organization to afuture in which you are able to compete more effectively and to achieve prosperity and sustainability. The skills of strategic management are applicable to those leading a team or planning the direction of any size of organization in all sectors—private, public, and voluntary. Strategic Management is for those taking, or wanting to take, their first steps to developing and implementing strategicchanges. It gives you the tools you need to make effective strategic decisions, by helping you analyze your organization and the world it operates in, plan your strategic approach, and implement the changes. It provides insight into how to gain a competitive advantage, which is at the heart of good strategy. The most important aim of this book, however, is to encourage you to think strategically anddevelop your powers of strategic thinking so that they become second nature. Strategic management is easier than many suggest, yet not all managers take the time to master it. If you do develop the ability to think strategically and learn the skills needed for strategic management, you will make yourself a valuable asset to your organization.
Chapter 1
Understanding strategy
Strategy is...
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