Strategic Management in a Turbulent World

6.3 Organization model 138
6.4 Renewing the foundation 147
6.5 Key questions and strategy models for the foundation 148
6.6 In conclusion 149

7 Playing field 151
7.1 Creating space 153
7.2 Business game 157
7.3 Organizational construction 168
7.4 Redesigning the playing field 178
7.5 Key questions and strategy models for the playing field 183
7.6 In conclusion 185

8 Activities 187
8.1 Creating output 189
8.2 Operating model 192
8.3 Collaboration model 200
8.4 New activities 206
8.5 Key questions and strategy models for the activities 208
8.6 In conclusion 209

9 Performance 211
9.1 Interpreting and learning 214
9.2 Strategic focus areas for interpreting and learning 215
9.3 Which results? 219
9.4 Indicators for future-proofing 220
9.5 In conclusion 225

10 Coherent choices about the larger whole 227
10.1 The larger whole 229
10.2 Making consistent choices 232
10.3 Backbone 233
10.4 Strategic agility 234
10.5 Key questions for the whole 236
10.6 In conclusion 237

Closing part II 238

PART III STRATEGIC MANAGING IN PRACTICE 239
Reading guide Part III 241

11 The process of strategic managing 243
11.1 Strategic initiatives 246
11.2 Stages in the process 249
11.3 Strategic review 251
11.4 Strategic exploration 252
11.5 Strategic change 253
11.6 Operational execution 255
11.7 Success factors 256
11.8 The role of supervisors 257
11.9 Strategic managing for investors 257
11.10 In conclusion 259

12 Directing the process of strategic managing 261
12.1 The importance of strategic managing 263
12.2 The design of the strategic management process 264
12.3 Activities of the directing team 265
12.4 Formation of teams 267
12.5 Governance criteria 268
12.6 Required competencies 269
12.7 In conclusion 270

Closing part III 271

Appendices 273
A Schematic representation of the methodology 275
B Glossary Strategic Managing 279
Index 285
About the authors 291