Strategy synthesis: resolving strategy paradoxes to create competitive advantage. Concise version
The belief that managers and potential managers will profit from understanding the major conflicting approaches to strategy forms the point of departure for this book. Ignoring the profound differences between the various schools of thought does not enhance a manager’s or student’s capacity for strategic thinking. Rather, it is only when there is knowledge of the various points of view can strategists truly see the range of options open to them. Then they can find a way to choose between them, or integrate them, to be practically effective.This book is intended for readers who need a strategy text, without the case material.
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achieve activity system adapt Airbus alliance approach argue Avon behavior brand business model business system business units buyers Carlos Ghosn Centrica challenge Chapter cognitive maps competences competitive advantage competitors context coordination corporate governance corporate mission countries create creative culture customers debate demands Disney economic environment Exhibit external Figure firm's focus function Goldman Sachs Gucci industry development industry rules innovation integration investment leader logic Medtronic multi-business operating organization perspective organizational development organizational purpose organizational system paradox PDAs portfolio position potential product offering profitability question relationships resource base responsibility retail revolutionary Samsung Electronics share shareholder value stakeholders strategic change strategic management strategic planning strategic problems strategic reasoning strategic renewal strategic thinking strategists strategy content strategy formation strategy issues strategy paradox strategy process structure suppliers synergies tion top management topic value chain Wal-Mart WestJet wicked problem Yoshinoya