The New Strategic Landscape

Strategy has been underpinned by economic theory for thirty years. The New Strategic Landscape explores 'alternative' perspectives using rigourous case studies and examples. Explaining the models and concepts available to strategists, the book appraises their usefulness and relevance in today's climate.

The business challenges of organizations are increasingly complex; strategists need a rich choice of approaches in order to respond. Too few strategy models challenge the dominate paradigm of rational analysis, choice maximisation and planned implementation. This rich collection from an eclectic group of strategists provides alternatives.

Autorentext
JULIE VERITY (PhD) is a consultant, lecturer, writer and researcher in the field of strategy. She has split her working life between academia and the commercial world, bringing to each experience and knowledge from the other. Chosen to be the Shell International Fellow at Cranfield School of Management in 1990, her two year fellowship became a twenty year consulting relationship with the giant global oil group. Within Shell, she has worked with the Scenario team, with the Corporate Communications function, with Learning and with many of the Group's national companies. Julie holds visiting faculty positions at Cranfield and Cass Business School and is an associate at Duke CE.

This is an edited collection of chapters from strategists who are academics, practitioners and consultants, all three or combinations of these.

Julie Verity

Inhalt
Introduction Strategy for a Complex World Strategy and the New Uncertainty Design Thinking Behavioural Strategy Strategy and Human Nature Strategy as Practice Strategy and Discourse Strategy as Serious Play Strategy as Social Process