Preface to the second edition .................................. xi
Notes on contributors ......................................... xvi
1. Introduction by Bob Garratt .................................. 1
PART ONE THE CONTEXTS OF STRATEGIC THINKING
2. From manager to director: developing corporate governors,
strategic thinking, by Bob Tricker .......................... 11
Behind the boardroom door - what is the role of the
board? ...................................................... 11
Corporate governance - the exercise of power over
companies ................................................ 13
What should the board be doing? ............................. 14
The conformance and performance roles of the board .......... 18
On strategy and board structure ............................. 20
The making of an effective board ............................ 22
Developing directors with strategic skills .................. 26
From managers to directors - from management to
governance ............................................... 29
Note ........................................................ 33
References .................................................. 33
3. Preparing for turbulence: the changing relationship
between strategy and management development in the
learning organization, by Max Bolsot ........................ 34
Introduction ................................................ 34
Strategic options ........................................... 38
The learning process ........................................ 45
Implications for management development ..................... 51
Conclusion .................................................. 54
References .................................................. 54
4. Design as a strategic management resource, by
Christopher Lorenz .......................................... 56
The design paradox .......................................... 56
Design's role in strategic thinking and operational
practice ................................................. 59
Empirical evidence .......................................... 64
The "hard" side of design ................................... 67
The "soft" side of design ................................... 68
Phases of corporate design evolution ........................ 69
From hard to hard/soft strategy ............................. 70
The design connection ....................................... 71
Imagination versus visualization ............................ 72
Conclusion .................................................. 74
References .................................................. 75
PART TWO THOUGHTS ON STRATEGIC THINKING
5. Strategic thinking as "seeing", by Henry Mintzberg .......... 79
Note ........................................................ 83
6. Hearing the baby's cry: it's all in the thinking,
by Colin Sworder ............................................ 85
Corporate visions ........................................... 85
The importance of information ............................... 87
The importance of beliefs ................................... 88
What is an attitude? ........................................ 91
Impacts on strategic thinking ............................... 92
7. The processes of thinking strategically, by Jerry Rhodes .... 96
The role you give to thinking ............................... 96
Characteristic thinking style ............................... 96
Process and data ........................................... 105
Using Thunks for strategy .................................. 106
The key Thunks for strategy ................................ 107
Conscious awareness ........................................ 113
Reference .................................................. 115
PART THREE THE DEVELOPMENTAL PROCESSES FOR STRATEGIC THINKING
8. Strategic dilemmas occasioned by using alternative
scenarios of the future, by Charles Hampden-Turner ......... 119
Is strategy a viable concept? .............................. 119
Visions of the future of capitalism ........................ 120
Scenarios describing the dominance of three different
capitalisms ............................................. 121
Describe three future worlds ............................... 123
Express their logics as a strategic calculus ............... 138
Connect all three logics into a learning loop .............. 140
Recommend a master strategy for accelerated learning which
could render all these futures survivable and
profitable .............................................. 143
Describe the dilemmas which will have to be reconciled in
order for your organization to perform effectively ...... 144
Show how these dilemmas are fine-tuned ..................... 146
Towards a new creativity ................................... 165
Towards the value star ..................................... 166
References ................................................. 167
9. The use of scenario thinking: can a scenario a day keep
the business doctor away? by Bill Weinstein ................ 169
Scenarios: what and why .................................... 171
How scenarios are made and what is to be done with them .... 180
Benefits and complications of scenario thinking ............ 185
The involvement and development of managers ................ 188
10.Developing director and executive competencies in
strategic thinking, by Phil Hanford ........................ 191
Some comments on strategic thinking ........................ 191
Developing your strategic thinking competencies ............ 195
Tools for Thinking Strategically' programme ................ 202
The range of strategic thinking tools and skills ........... 207
Strategic thinking concepts ................................ 210
Strategic thinking techniques .............................. 216
Thinking styles ............................................ 219
Conclusion ................................................. 222
Notes ...................................................... 222
References ................................................. 222
Further information on specific strategic thinking tools ... 223
Recommended reading ........................................ 225
11.Strategic thinking in the public services, by David
Wilkinson and Mike Pedler .................................. 227
Introduction ............................................... 227
Public service or public sector? ........................... 228
Key issues of context in public service
strategic thinking ...................................... 231
Strategic thinking in the public services .................. 245
Systems thinking and key dilemmas: some glimpses of the
future in the present ................................... 248
Concluding thoughts ........................................ 259
Notes ...................................................... 261
References ................................................. 261
12.International teams: avoiding the pitfalls and creating
a source of international strategy, by Sue Canney
Davison .................................................... 263
Cultural differences ....................................... 264
Pitfalls in the development of international strategy
teams ................................................... 266
Effective approaches to developing international
strategy teams .......................................... 271
Best practice in development programmes .................... 276
References ................................................. 277
13.Developing the international manager strategically,
by Fons Trompenaars ........................................ 279
The international manager reconciles cultural dilemmas ..... 281
The organizational context of the international
manager's activities .................................... 293
How to develop the international manager ................... 295
Summary and recommendations ................................ 305
References ................................................. 306
PART FOUR IMPLEMENTING STRATEGIC THINKING
14.Helicopters and rotting fish: developing strategic
thinking and new roles for direction givers, by Bob
Garratt .................................................... 311
Blockages to the direction-giving role ..................... 311
Coming to terms with the direction-giver's role: the
learning board .......................................... 313
Blockages to direction-giver development ................... 315
Developing strategic performance-focused
direction-givers ........................................ 318
A three-stage approach ..................................... 319
Four strategic thinking styles ............................. 322
The ten steps of strategic thinking ........................ 325
References ................................................. 328
15.Directing strategic thought towards effective value added,
by V. 'Ram' Ramakrishan .................................... 329
Essential concepts of strategic thinking: the "corporate
compass", "corporate map" and director's dashboard ...... 330
Focusing the board on revenue generation ................... 333
Developing the strategic thinking process:
using the first four tools .............................. 336
The transition process: using the second four tools ........ 344
The dynamic interplay of the eight tools ................... 352
The value diamond and board development and control ........ 354
References ................................................. 356
16.Implementing strategy: what the military have learned
about taking strategic thought into action, by Simon
Chapman .................................................... 357
Levels of decision making .................................. 358
Strategic control balanced with operational freedom ........ 359
Recognizing decision making as a special organizational
skill ................................................... 362
Fast deciding is fast learning ............................. 363
The estimate: four stages of decision making and
planning ................................................ 364
The way forward for business? .............................. 370
Notes ...................................................... 371
Reference .................................................. 371
Index ......................................................... 368
Index of authors .............................................. 378
|
