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 framework 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 implementation as inseparable activities in which every organisation engages on a continuous basis. This means that this book has the wide scope needed by a manager, from visioning through to performance measurement and financial evaluation,. By bringing the range of contributors needed to cover this space, the authors have managed to provide both a conceptual framework 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 a 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 Operation 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 th eory, visioning, problem structuring methods, resource based view of strategy, SWOT / TOWS analysis, system dynamics, agent based modelling, scenario planning, decision and risk 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 who 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.Â
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.Â
Chapter 7. System Dynamics Modelling for Strategic Development (Martin Kune and John Morecroft).
Chapter 8. The Impact of Organisational Complexity in the Strategy Development Process (Adrián A. Caldart and Fernando S. Oliveira).
Chapter 9. Creating and Using Scenarios – Exploring Alternative Possible Futures and 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 S trategic Options (Gilberto Montibeller and Albert Franco).
Chapter 11. Performance Measurement (Efstathios Tapinos and Robert G. Dyson).
Chapter 12. A Financial Perspective on Strategic Investments (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.Â
Chapter 14: Gone Fishing: A Case Study (Jim Bryant, Maureen Meadows, John Morecroft and Frances O′Brien).
Author Index.
Subject Index.Â

Nota biograficzna:
Frances O’Brien is a lecturer in Operational Research at Warwick Business School. (BSc Surrey, MSc Southampton.) She has previously been an Operational Research analyst at Ford Motor Company.
Robert Dyson is Professor of Operational Research and Systems at Warwick Business School. BSc Liverpool, PhD Lancaster) He joined the business school in 1970 and became Chairman in 1978–1981 and Dean in 1998–2000. He has also been the Pro–Vice chancellor of the University between 1989–1995 and 1999–2005. He held the Chair, Committee of Professors of Operational Research between 1995–1997 and was the President of the Operational Research Society 1998/9. He is also a member of the British Academy of Management and INFORMS.    

Okładka tylna:
"In this unique book, management science lifts its view to take in the broader horizons of strategy. The result is a framework 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 Ke nt, UK
"The authors see strategy formulation and implementation as inseparable activities in which every organisation engages on a continuous basis. This means that this book has the wide scope needed by a manager, from visioning through to performance measurement and financial evaluation,. By bringing the range of contributors needed to cover this space, the authors have managed to provide both a conceptual framework 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 a 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 Operation 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, 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 who are looking for ways to support strategic development in their organisations. It is also essential reading for students studying management science/