TheCraftofStrategyFormation:translatingbusinessissuesintoactionablestrategies策略形成技巧：将商业问题转为可行策略 阿里云 lit azw3 txt pdf caj 下载 在线

Formulating a strategy is one of the most important but also one of the most difficult challenges faced by businesses: How may one translate a concern into a structured issue and the hypotheses for addressing that issue? How should one approach the designing and executing of the ***yses through which these hypotheses can be tested, thus creating the insights from which new strategic opti*** can be developed? And how can one identify the “best bets” from among the many different strategic opti*** available, and determine how these may be translated into a coherent business strategy that the ***anization and its stakeholders can buy into?

This book helps to answer these questi*** for the senior manager resp***ible for company strategy; the project manage***ho’s been asked to chart and defend a new strategic course of action; and the student wishing to “learn the ropes” of strategy-creation. This book offers no theoretical strategy “frameworks”. Nor does it propagate a specific strategy of any kind. It is, quite simply, a “cook book” describing a step-by-step, focused and fast approach for creating a new strategy at medium-sized and large businesses. It is a proven method used by top management c***ultants to help clients develop new strategies.

The Craft of Strategy Formation provides a crisp account of the c***ecutive steps to take (and pitfalls to watch out for) when typically vague business concerns need to be translated into actionable strategy fast. Featuring the tried-and-tested ***ytical and ***anizational approach of top management c***ultants, this integral account of how strategy is crafted in practice offers a welcome break from traditional handbooks featuring largely isolated frameworks, tools and cases; highly theoretical academic treatises; and largely anecdotal “infotainment” books for the general reader.

Preface.

Introduction.

What is this book all about?

Introduction to the Allware case study.

Part I – The preparation phase.

　Introduction.

　1 Days 1 to 5 – We create a question out of a concern.

　2 Days 6 and 7 – We set up a project ***anisation.

　3 Day 8 – We structure the question.

　4 Day 9 – We formulate hypotheses.

　5 Day 10 – We make a work plan.

　6 Allware: the first two weeks.

Part II – The ***ysis phase.

　Introduction.

　7 Days 11 and 12 – We develop the ***yses further.

　8 Days 13 to 17 – We collect data.

　9 Days 18 to 42 – We carry out the ***yses.

　10 Days 43 to 45 – We present the conclusi***.

　11 Allware: on with the ***ysis.

Part III – The selection phase.

　Introduction.

　12 Day 46 – We put forward some business opti***.

　13 Day 47 – We draw up scenarios.

　14 Days 48 to 57 – We model the results.

　15 Days 58 to 60 – We choose the strategic direction.

　16 Days 61 to 65 – We write the strategic plan.

　17 Allware: make a choice and carry on.

Part IV – The implementation phase.

　Introduction.

　18 Set up an ***anisation to implement the strategy.

　19 Draw up the implementation plan.

　20 Direct progress.

Afterword.

Profile of OC&C Strategy C***ultants.

Index.

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作者介绍：Pieter Witteveen

　　Pieter Witteveen launched OC&C in the Netherlands in 1992. His c***ulting experience covers a wide range of issues, such as strategic positioning, acquisiti***, restructuring and portfolio strategy, for clients in virtually all sectors of business. His career before OC&C includes many years in strategy c***ulting and several managerial positi***.