Business Management making sense of strategy 8 potx

Business Management making sense of strategy_8 potx

Business Management making sense of strategy_8 potx

... 71–76 assumptions in, 57 and business model, 66–70 and crafting of strategic conversation, 76–77 data gathering in, 60–61 and definition of business arena, 58, 60 and definition of business recipe, 65–66 and ... definition of purpose, 63–64 evaluating results of, 77–79 and future uncertainty, 57, 58 goals of, 52 and organizational character, 70–71 questions to ask in, 51,...
Ngày tải lên : 21/06/2014, 09:20
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Business Management making sense of strategy_1 pptx

Business Management making sense of strategy_1 pptx

... fortunes. No matter how you’re performing today, and no matter what 18 making sense of strategy 22 making sense of strategy Naturally, they want to get as much as possible back; they also want ... into action that people laugh them off and keep busy with stuff that really matters. But worst of all, this stop-start, quantum-leap approach 16 making sense of strategy...
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Business Management making sense of strategy_3 pdf

Business Management making sense of strategy_3 pdf

... Team-Fly ® 38 making sense of strategy Strategy and spirit are two sides of the same coin—yin and yang. When peo- ple are involved in making strategy when it’s “theirs”—they ... clear about where they’re headed and ferocious about getting 40 making sense of strategy STRATEGY IS CHANGE MANAGEMENT Traditionally, strategy and implementation have been...
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Making Sense of Strategy (2001)

Making Sense of Strategy (2001)

... impact you want. 76 making sense of strategy 34 making sense of strategy 2. Acquire or build key resources—both “hard” ones like cash, raw materials, components, and so on and “soft” ones like skills, ... drive up your customer’s perception of value. 3. Simultaneously drive down the cost of doing it. 26 making sense of strategy Figure 2-1 The First Principles of...
Formats and Editions of Making sense of strategy_2 potx

Formats and Editions of Making sense of strategy_2 potx

... drive up your customer’s perception of value. 3. Simultaneously drive down the cost of doing it. 26 making sense of strategy Figure 2-1 The First Principles of Business Competition are Focus, Value, ... predic- tions of future outcomes. They got it wrong so often that scenario planning 28 making sense of strategy found a welcome audience in the next two decades. Ex...
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Formats and Editions of Making sense of strategy_3 potx

Formats and Editions of Making sense of strategy_3 potx

... climate, or you could make things 38 making sense of strategy Strategy and spirit are two sides of the same coin—yin and yang. When peo- ple are involved in making strategy when it’s “theirs”—they ... Team-Fly ® 42 making sense of strategy will be limited, your learning will be incomplete, and you will run the risk of doing more of the same lo...
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Formats and Editions of Making sense of strategy_4 potx

Formats and Editions of Making sense of strategy_4 potx

... see your own organization. Ability #1: Strategy making. “Do we understand our challenges and do we have a clear view of how we must respond?” 52 making sense of strategy Here are the critical questions ... process. Assumption #3 The First Principles of Business Competition are manda- tory. Every company must (1) focus its resources, (2) drive concepts 49 56 making sense...
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Formats and Editions of Making sense of strategy_5 potx

Formats and Editions of Making sense of strategy_5 potx

... (And you’ll know what you mean!) 58 making sense of strategy No risk, no reward. create a “tight” model—and at the same time to build in flexibility [Figure 3 -8] . Once again, strategic conversation ... and are too often con- fused. By focusing on a single notion—your purpose—you get straight down to business and to the decisions that will really make a difference. 64 making s...
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Wiley Inside Information Making Sense of Marketing Data.pdf

Wiley Inside Information Making Sense of Marketing Data.pdf

... the role of decision -making based on proper business or policy objectives, and in possession of all the relevant facts. Again, this book provides practical illustrations of the dangers of misinterpretation ... decision- making consider to be entirely legitimate. Gerald Zaltman, Professor of Business Administration at Harvard University and an authority on the application of...
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