Scenarios

The Art of Strategic Conversation

Inbunden, Engelska, 2004

619 kr

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Scenario planning allows companies to move away from linear thinking and better understand external change. Eight years (and 30,000 copies) after publication Scenarios is still acknowledged as the definitive work in the field. Now, Kees van der Heijden brings his bestseller up to date, following up on his original case studies and adding significant new material. The Second Edition changes focus slightly by providing more in-depth analysis and application of the concept of the 'strategic conversation'. While maintaining the underlying rigour of the first edition, van der Heijden revisits the text to make it far more practical and accessible, and in doing so gives you the tools you need to set out and negotiate a successful future course for your organization in the face of significant uncertainty.

Produktinformation

Utgivningsdatum2004-11-26
Mått164 x 233 x 28 mm
Vikt765 g
FormatInbunden
SpråkEngelska
Antal sidor384
Upplaga2
FörlagJohn Wiley & Sons Inc
ISBN9780470023686

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Affärsförhandlingar inom Ekonomi och Ledarskap

About the authorKees van der Heijden is an Associate Fellow of Templeton College, University of Oxford, and a Visiting Professor at the Netherlands Business School, Nijenrode University. He is also Emeritus Professor of the University of Strathclyde Graduate School of Business, Glasgow, where he has taught General and Strategic Management since 1990. In addition, he is a co-founder of the Global Business Network. Before joining Strathclyde, he was in charge of scenario planning at Royal Dutch/Shell, as head of the Group’s Business Environment Division. This involved advising top management on strategy, as well as development of the process of scenario planning in which Shell has taken a worldwide leading role. He specializes in scenario planning, strategic change and institutional strategic management processes, and has consulted widely in these areas.

Preface ixPart One: The Context 11. 1965 to 1990: Five Discoveries at Shell 32. Introduction to Scenario-based Planning 113. Three Competing Paradigms in Strategic Management 21Part Two: The Principles of Scenario-based Planning 514. Strategising 535. The Business Idea of an Organisation 636. The Uncertain Environment 917. Scenario Analysis 1138. Scenarios and the Strategic Conversation 131Part Three: The Practice of Scenario-based Planning 1539. The Practitioner’s Art 15510. Articulation of the Business Idea 19311. Competitive Positioning 20912. Scenario Development 21913. Option Planning 273Part Four: Institutionalising Scenario-based Planning 28914. The Management of Change 29115. Planning Process 29916. The Informal Strategic Conversation 323Conclusion 343References 347Index 351