Strategic Management for Teams

Roberto Vassolo is a Full Professor of Strategic Management at IAE Business School, Universidad Austral.Natalia Weisz is a Full Professor of Leadership at IAE Business School, Universidad Austral.Benjamin Laker is a Full Professor of Leadership at Henley Business School, University of Reading.

• Part 1: Conceptual Groundwork 1. Setting the Challenge: Foundations for Developing Strategic Leadership Capability 2. The Environment, the Team, and the Person 3. The Model for Improving the Strategic Leadership Capability Part 2: The General Models of Strategic Management 4. Conversations about the Future 5. Making Sense of Transitions 6. Making Sense of the Portfolio Part 3: The Course Agenda 7. Program Design for Developing Strategic Leadership Capability 8. Guiding Conversations around Strategic Problems 9. Learning to Update One's Own Managerial Capabilities Part 4: The Strategic Planning Agenda 10. The Hidden P&L in Strategic Planning 11. Guiding the Strategic Planning Process 12. From Strategy to Personal Agenda

“Too much strategy teaching remains focused on tools detached from the realities of leadership. This book restores that connection. It reconceptualises strategic planning as an adaptive leadership intervention and provides a clear structure for developing this capability in intact top management teams. It will be of lasting value to educators and scholars of strategic management.”Thomas Roulet, Professor of Organisational Sociology and Leadership at Judge Business School, University of Cambridge, UK. “Designing effective learning interventions for top management teams is notoriously difficult. This book offers a clear and credible response. Its treatment of educational design, consulting practice, and collective leadership development is systematic, evidence-informed, and intellectually serious. It will quickly become a reference point for advanced courses in strategy and leadership.”Chidiebere Ogbonnaya, Professor in Human Resource Management at King’s Business School, King’s College London, UK.“This book addresses a persistent blind spot in strategy education: the tendency to treat strategic leadership as an individual competence rather than a collective capability. By placing the top management team at the centre of analysis and development, the authors offer a framework that is conceptually rigorous, pedagogically sound, and highly relevant for graduate and executive education.”Yasin Rofcanin, Professor in Organisational Psychology and Human Resource Management at the School of Management, University of Bath, UK.