Decision-making, creativity and evaluation need to be supported by formal, structured methods. This edited work will explore the process and then present a range of frameworks, hard and soft methods, and models capable of supporting the process.
You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important—or more difficult—to choose the right approach to strategy. In this book, The Boston Consulting Group’s Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. They show how existing strategy approaches sort into five categories—Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable—depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you’ll be able to answer questions such as: • What replaces planning when the annual cycle is obsolete? • When can we—and when should we—shape the game to our advantage? • How do we simultaneously implement different strategic approaches for different business units? • How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies? Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply. Get started today.
Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions.
Every business on the planet is trying to maximize the value created by its customers Learn how to do it, step by step, in this newly revised Fourth Edition of Managing Customer Experience and Relationships: A Strategic Framework. Written by Don Peppers and Martha Rogers, Ph.D., recognized for decades as two of the world's leading experts on customer experience issues, the book combines theory, case studies, and strategic analyses to guide a company on its own quest to position its customers at the very center of its business model, and to "treat different customers differently." This latest edition adds new material including: How to manage the mass-customization principles that drive digital interactions How to understand and manage data-driven marketing analytics issues, without having to do the math How to implement and monitor customer success management, the new discipline that has arisen alongside software-as-a-service businesses How to deal with the increasing threat to privacy, autonomy, and competition posed by the big tech companies like Facebook, Amazon, and Google Teaching slide decks to accompany the book, author-written test banks for all chapters, a complete glossary for the field, and full indexing Ideal not just for students, but for managers, executives, and other business leaders, Managing Customer Experience and Relationships should prove an indispensable resource for marketing, sales, or customer service professionals in both the B2C and B2B world.
The Greater Mekong Subregion Human Resource Development Strategic Framework and Action Plan (2013–2017) reflects changing circumstances, including the development of the Greater Mekong Subregion (GMS) economic corridors as an important GMS priority. The goal of the human resource development strategy is to foster sustainable subregional human resource development, thereby contributing to increased subregional competitiveness, connectivity, and community. This document outlines the GMS human resource development strategy that will be implemented through the following---developing capacity in the economic corridors; cooperating in technical and vocational education and training; cooperating in higher education and research; addressing regional health issues; facilitating safe cross-border labor migration; mitigating social costs in the economic corridors; and strengthening institutions and mechanisms for GMS human resource development cooperation.
Given the complementarities that exist between the Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security (VGGT) and the Framework and Guidelines on Land Policy in Africa (F&G), there is a need to achieve a coordinated approach to their application to ensure that the objectives they pursue are attained in a coherent, sustainable, efficient and mutually supportive manner. The Strategic Framework for the Integrated Application of VGGT and F&G presented in this document addresses this necessity directly, in recognition of the need to develop and leverage the synergies that exist between the two instruments through strengthened partnerships and cooperation, ensuring that the advancement of responsible governance of tenure in Africa is achieved.
Are you a senior executive, board member, emerging leader, or consultant responsible for leading a strategic plan that actually gets implemented and delivers results? Strategic Impact : A Leader’s Three-Step Framework for the Customized Vital Strategic Plan presents a trailblazing method that will help you guide and customize your organization’s strategic planning program. Dr. Poore delivers innovation through virtual strategy workshops, digital communication opportunities, and new, accessible cloud-based tracking systems. Strategic Impact provides a reliable, three-step framework, applicable to any organization, regardless of size, scale, or structure, allowing you to: • Declutter the typically complicated strategic planning process. • Deliver a destiny-shaping program in an efficient, budget-conscious way—including for mission-driven small businesses and nonprofits with limited resources. • Plan and lead a life-changing leadership workshop experience culminating in strategic goals. • Craft a compelling written strategic plan which can be digitized and communicated through social media. • Implement an effective tracking and communication system to monitor progress and ensure accountability. • Engage employees, customers, and key audiences in celebrating your organization’s strategic impact. Unlike other strategic planning books, Strategic Impact places intense focus on curating a vibrant, life-changing strategic planning workshop that strengthens leadership bonds and commitment for implementation. It simplifies the strategic planning process and ensures a clear, comprehensive, and customizable approach for you and your leadership team. Dr. Poore's emphasis on strategic goal implementation will amplify your organization’s ability to get it done, fulfill your mission and purpose, and achieve strategic impact!
Pandemic prevention and preparedness are at the top of everyone’s mind as the world continues to tackle the COVID-19 pandemic. During this time, however, the threats posed by the silent pandemic of antimicrobial resistance to human, animal, and plant health, food production, and the environment have not ceased and are steadily growing. More than ever before, we know that addressing the interlinked and multi-faceted challenges posed by antimicrobial resistance requires that we work together – across sectors, government, academic disciplines, civil society, the private sector, and the multilateral system – to advance a One Health approach. This strategic framework on antimicrobial resistance represents an important milestone in the decades-long history of collaboration between the Tripartite organizations - a collaboration that now is even stronger as a result of our close engagement with the United Nations Environment Programme. The framework sets out for the first time what our organizations – as leaders in the multilateral system on the human, animal, plant, and environmental health – will do jointly to support countries’ efforts to scale up national responses to antimicrobial resistance. Countries and partners are strongly encouraged to replicate and amplify the One Health approach used in the framework, based on their own contexts and needs.