Fast StrategyHow strategic agility will help you stay ahead of the game
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Successful companies often become victims of their own success: when their business matures, they find it impossible to renew themselves. To regain and maintain growth they need to learn to thrive on change and disruption.
Fast Strategy analyses the risks successful companies face, and presents the three essential capabilities they need in order to regain and maintain continued growth: strategic sensitivity (both the sharpness of perception and the intensity of awareness and attention), resource fluidity (the internal capability to reconfigure business systems and redeploy resources rapidly) and collective commitment (the ability of the top team to make bold decisions –fast, without being bogged in “win-lose” politics at the top).
Fast Strategy is based on interviews with 150 executives from leading global companies such as Cisco, HP, IBM, Intel, Nokia, and SAP. Measures, tools and leadership behaviours implemented by these companies as they rekindled growth are detailed in a way that can serve as examples and be readily put in practice.
Co-authored by a former Nokia top executive and a senior academic, Fast Strategy combines experience and theory for your company to stay ahead of the competition. More information on Fast Strategy and the area of strategic agility can be found on the authors' website: www.strategicagility.com/
PART I: BEING STRATEGICALLY AGILE
CHAPTER 1 : THE FAST STRATEGY GAME
CHAPTER 2 : STRATEGIC AGILITY
CHAPTER 3: THE DANCING ELEPHANT
PART II: FOSTERING STRATEGIC AGILITY
CHAPTER 4: SHARPENING STRATEGIC SENSITIVITY
CHAPTER 5: BUILDING COLLECTIVE COMMITMENT
CHAPTER 6: ENABLING RESOURCE FLUIDITY
PART III: REBUILDING STRATEGIC AGILITY
CHAPTER 7: STRATEGIC AGILITY LOST AND FOUND
CHAPTER 8: MOBILIZING MINDS
CHAPTER 9: ENERGIZING HEARTS
CHAPTER 10: FLEXING THE ORGANIZATION
CHAPTER 11: DE-POLITICIZING TOP MANAGEMENT
CHAPTER 12: CONCLUSION
APPENDIX 1: THE CURSE OF SUCCESS
APPENDIX 2: DECIDING ON THE PATH TO TAKE
- Demonstrates how to adapt to change in order to avoid stagnation and complacency in a company. Instead this book shows how to use these changes to continue to grow and capture new opportunities.
- Includes first-hand experiences from 130 executives of leading global companies (such as Nokia, IBM and Accenture) of how they responded to business challenges, both successfully and unsuccessfully.
Yves Dozis currently the Timken Chaired Professor of Global Technology and Innovation at INSEAD and Visiting Professor at Helsinki School of Economics. He has also taught at Harvard Business School, Stanford's Graduate School of Business and Aoyama Gakuin University in Tokyo. He has researched and published widely on the strategy and organization of multinational companies. His previous books include The Multinational Mission, with CK Prahalad and From Global to Metanational, with Jose Santos and Peter Williamson. He consults extensively for major global companies.
Mikko Kosonenis currently Executive Vice President of Finnish Innovation Fund. Prior to this he held several senior executive positions at Nokia since joining the company in 1984, most recently as the head of strategy and CIO for Nokia Corporation from 1997 to 2005. Dr Kosonen has lectured extensively in Finland and abroad on strategic renewal based on his experiences as Nokia leader and business scholar.
He is Vice Chairman of the Finland Post Board of Directors and has served on several other advisory boards, including Hewlett Packard, the Center for Knowledge and Innovation Research and the Finnish Association of Business Administration.
This book will help directors in large organisations looking to adapt more quickly to changing market conditions.
- Director Magazine, March 2008
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