Buchnummer des Verkäufers
Inhaltsangabe: In helping clients develop strategy, during the last 24 years, Bill Birnbaum learned that the most successful management teams place far more emphasis on strategic thinking than on strategic planning. Oh sure, they develop a strategic plan. And they publish their plan. And they share it with their employees. But their first priority is to create an environment of strategic thought. He also discovered that successful management teams focus on four fundamental factors, or four pieces of the strategic puzzle... 1. Rather than try to accomplish "everything," they diligently maintain focus. 2. They develop and maintain an intimate understanding of their markets – and of their customers within those markets. 3. They truly care about – thus they nurture – their people. 4. And they carefully manage their processes.
From the Publisher: A business manager recently asked Bill Birnbaum, "Which parts of your new book, ‘Strategic Thinking’ are most valuable to the reader."
"That’s a tough question," Bill responded, "for the answer very much depends on the needs of each particular organization." "However," he continued, "there are certain parts of the book which are almost universally applicable."
Bill went on to explain that...
Chapters 1 through 4 deal with the important subject of focus. For while the most successful organizations are tightly focused (on product or service offering, on markets and customers served, or on systems and operations), far too many organizations are unfocused. They unwittingly spend resources chasing far too many opportunities -- and chasing them all at the same time. These first four chapters of the book offer tools and techniques for focusing, thus deriving benefit from concentration of resources.
Chapter 6, "The Opportunity Grid," presents the model which is consistently most popular with clients. In Bill’s 24 years experience as a strategy consultant, he's found that clients embrace this model more than any other. And for good reason. The Opportunity Gird helps mangers think through -- and visualize -- their specific strategic options. For example, they can easily visualize whether they’d be better off focusing on product / service development, or on market / customer development.
Chapter 12 is another which is almost universally applicable. For it deals with "Building Knowledge in Your Organization." Here in the 21st Century, knowledge is clearly a major determinant of success in any business. The challenge, of course, is to build organizational knowledge. In chapter 12, Bill shows how knowledge builds through three levels -- data, information and understanding. He explains that increasing from one level to the next makes the communication (sharing) of knowledge possible. And he shows that only upon arrival at the final level (understanding), can knowledge be used to develop strategy. Finally, Bill offers 12 proven steps for building knowledge in your organization. For those who’ve struggled developing their mission statement, Appendix A will be helpful. There, Bill shows a simple technique for developing your mission statement even with many people participating. Also, he clearly differentiates among mission, vision, values and philosophies. Managers who’ve previously been confused by the definitions of these terms will find comfort in Appendix A.
In Appendix B, Bill suggests "Reinventing the Strategic Planning Process." There, he explains why the traditional strategic planning process is in need of replacement. And he offers a new planning process -- "Strategy 21™" -- a process more appropriate to the realities of our 21st Century.
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