Supporting Strategy: Frameworks, Methods and Models

In this unique book, management science lifts its view to take in the broader horizons of strategy. the result is a frame work for strategy development, and a range of methods and models to make it operational." – Professor Jonathan Rosenhead, London School of Economics
"This book will be invaluable for both strategists who need practical tools and for management scientists who are interested in strategic decisions."– John Mingers, Professor of Operational research and Systems, Kent Business School, University of Kent, UK
"The authors see strategy formulation and implementations as inseparable activities in which every organisation engages on a continuous basis. This means that this book has the wide scope needed by a manger, from visioning through to performance measurement and financial evaluation. By brining the range of contributors need to cover this space, the authors have managed to provide both a conceptual frame work and the detail needed by real managers who can benefit from the tools and methods described." – Gill Ringland, CEO and Fellow, SAMI Consulting, St Andrews Management Institute
In Changing world, there is no option to stand still; organisations need to review their direction, to create new initiatives, and crucially they need to rehearse their ideas rather than hope for the best.
Supporting Strategy: Frameworks, Methods and Models provides the reader with a balanced process for strategic development, spanning direction setting, strategy creation, rehearsal, evaluation and choice, leading to a continuous process of adopting strategic initiatives. It brings together tools from the fields of Strategy and Operational research/ Management Science, Creating a unique collection of practical frameworks, methods and models that individually and in combination provide a valuable resource for the practice of supporting strategy. Topics covered by the book include: drama theory, visioning, problem structuring methods, resourc e based view of strategy, SWOT/TOWS analysis, system dynamics, agent based modelling, scenario planning, decision and risk analysis, financial evaluation, real options, robustness analysis and performance measurement.
This book is a valuable resource for managers how are looking for ways to support strategic development in their organisations. It is also essential reading for students studying management science/operational research and strategy courses.

Spis treści:
Preface.
About the Contributors.
PART I: INTRODUCTION.
Chapter 1: The Strategic Development Process (Robert G. Dyson, Jim Bryant, John Morecroft and Frances O′Brien).
PART II: SETTING DIRECTION.
Chapter 2: Visioning: A Process for Strategic Development (Maureen Meadows and Frances O′Brien).
Chapter 3: Achieving Strategy Coherence (Jim Bryant and Nigel Howard).
Chapter 4: Problem Structuring and the Building and Negotiation of Strategic Agendas (Alberto Franco, Jim Bryant and Giles Hindle).
PART III: CREATING STRATEGIC INITIATIVES.
Chapter 5: Strategy Creation – The Resource–Based View (Abhijit Mandal).
Chapter 6: Methods for Creating Strategic Initiatives (Robert G. Dyson).
PART IV: REHEARSING STRATEGY.
Chapter 7: System Dynamics Modelling for Strategic Development (Martin Kunc and John Morecroft).
Chapter 8: The Impact of Organisational Complexity in the Strategy Development Process (Adrián Caldart and Fernando S. Oliveira).
Chapter 9: Creating and Using Scenarios – Exploring Alternative Possible Futures & their Impact on Strategic Decisions (Frances O′Brien, Maureen Meadows and Martin Murtland).
PART V: EVALUATING PERFORMANCE.
Chapter 10: Decision and Risk Analysis for the Evaluation of Strategic Options (Gilberto Montibeller and Alberto Franco).
Chapter 11: Performance Measurement (Efstathios Tapinos and Robert G. Dyson).
Chapter 12: A Financial Perspective on Strategic Inv estments (Robert H. Berry).
Chapter 13: Flexibility, Robustness and Real Options (Robert G. Dyson and Fernando S. Oliveira).
PART VI: COMBINING APPROACHES TO SUPPORT STRATEGIC DEVELOPMENT.
Chapter 14: Gone Fishing: A Case Study (Jim Bryant, Maureen Meadows, John Morecroft and Frances O′Brien).
Author Index.
Subject Index.

Nota biograficzna:
Frances O′Brien is an Associate Professor at Warwick Business School. her research interests include the development and use of approaches to support strategy development, in particular scenario planning and visioning methodologies, and the practice of combining OR & strategy tools by management teams. She holds a BSc (Joint Honours) in Mathematics and Classical Studies from Surrey University and an MSc in Operational research from Southampton University. She previously worked for the Operational research Group of Ford of Europe as a consultant providing modeling support on simulation, manpower planning and allocation studies. She is an active member of the UK Operational research Society for which she chairs the OR and Strategy Special Interest Group.
Robert Dyson is Professor of Operational research at Warwick business School. He has served as Dean of the Business School and Pro–Vice– Chancellor of the University of Warwick. He has also been Chair of the Committee of Professors of Operational research and President of the Operational Research Society. He researches and publishes in data envelopment analysis, performance measurement and OR and strategy, and is an Editor of the European Journal of Operational research. Prior to joining Warwick he worked for Pilkington plc.

Okładka tylna:
"In this unique book, management science lifts its view to take in the broader horizons of strategy. the result is a frame work for strategy development, and a range of methods and models to make it operational." – Professor Jonathan Rosenhead, London School of Economics
"This book will be invaluable for both strategists who need practical tools and for management scientists who are interested in strategic decisions."– John Mingers, Professor of Operational research and Systems, Kent Business School, University of Kent, UK
"The authors see strategy formulation and implementations as inseparable activities in which every organisation engages on a continuous basis. This means that this book has the wide scope needed by a manger, from visioning through to performance measurement and financial evaluation. By brining the range of contributors need to cover this space, the authors have managed to provide both a conceptual frame work and the detail needed by real managers who can benefit from the tools and methods described." – Gill Ringland, CEO and Fellow, SAMI Consulting, St Andrews Management Institute
In Changing world, there is no option to stand still; organisations need to review their direction, to create new initiatives, and crucially they need to rehearse their ideas rather than hope for the best.
Supporting Strategy: Frameworks, Methods and Models provides the reader with a balanced process for strategic development, spanning direction setting, strategy creation, rehearsal, evaluation and choice, leading to a continuous process of adopting strategic initiatives. It brings together tools from the fields of Strategy and Operational research/ Management Science, Creating a unique collection of practical frameworks, methods and models that individually and in combination provide a valuable resource for the practice of supporting strategy. Topics covered by the book include: drama theory, visioning, problem structuring methods, resource based view of strategy, SWOT/TOWS analysis, system dynamics, agent based modelling, scenario planning, decision and risk analysis, financial evaluation, real options, robustness analysis and performance measurement.
This book is a valuable resource for