상세정보

CONTENTS
Series preface = xi
Notes on contributors = xiii
1 Introduction / Bob Garratt = 1
PART ONE THE CONTEXTS OF STRATEGIC THINKING
 2 From manager to director : developing corporate governors strategic thinking / Bob Tricker = 11
  Behind the boardroom door ― what is the role of the board? = 11
  Corporate governance ― the exercise of power over companies = 13
  What should the board be doing = 13
  The conformance and performance roles of the board = 16
  On strategy and board structure = 18
  The making of an effective board = 20
  Developing directors with strategic skills = 23
  From managers to directors ― from management to governance = 25
  Note = 28
  References = 28
 3 Preparing for turbulence : the changing relationship between strategy and management development in the learning organization / Max Boisot = 29
  Introduction = 29
  Strategic options = 32
  The learning process = 37
  Implications for management development = 43
  Conclusion = 45
  References = 45
 4 Design as a strategic management resource / Christopher Lorenz = 47
  The design paradox = 47
  Design's role in strategic thinking and operational practice = 50
  Empirical evidence = 53
  The ´hard´ side of design = 56
  The ´soft´ side of design = 56
  Phase of corporate design evolution = 57
  From hard to hard / soft strategy = 58
  The design connection = 58
  Imagination versus visulization = 59
  Conclusion = 61
  References = 62
PART TWO THOUGHTS ON STRATEGIC THINKING
 5 Strategic thinking as ´seeing´ / Henry Mintzberg = 67
  Note = 70
 6 Hearing the baby's cry : it's all in the thinking / Colin Sworder = 71
  Corporate visions = 71
  The importance of information = 73
  The importance of beliefs = 73
  What is an attitude? = 75
  Impacts on strategic thinking = 77
 7 The processes of thinking strategically / Jerry Rhodes = 80
  The role you give to thinking = 80
  Characteristic thinking style = 81
  Process and data = 86
  Using Thunks for strategy = 88
  The key Thunks for strategy = 89
  Conscious awareness = 94
  References = 95
PART THREE THE DEVELOPMENTAL PROCESSES FOR STRATEGIC THINKING
 8 Strategic dilemmas occasioned by using alternative scenarios of the future / Charles Hampden - Turner = 99
  Is strategy a viable concept? = 99
  Vision of the future of capitalism = 100
  Scenarios describing the dominance of three different capitalisms = 100
  Describe three future worlds = 102
  Express their logics as a strategic calculus = 114
  Connect all three logics into a learning loop = 116
  Recommend a master strategy for accelerated learning which could rendar all these futures survivable and profitable = 118
  Describe the dilemmas which will have to be reconciled in order for your organization to perform effectively = 119
  Show how these dilemmas are fine - tuned = 120
  Towards a new creativity = 136
  Towards the value star = 137
  References = 137
 9 The use of scenario thinking : can a scenario a day keep the business doctor away? / Bill Weinstein = 139
  Scenarios : what and why = 140
  How scenarios are made and what is to be done with them = 148
  Benefits and complications of scenario thinking = 152
  The involvement and development of managers = 155
 10 Developing director and executive competencies in strategic thinking / Phil Hanford = 157
  Some comments on strategic thinking = 157
  Developing your strategic thinking competencies = 160
  ‘Tools for Thinking Stragegically’ programme = 166
  Strategic thinking concepts = 173
  Conclusion = 182
  Notes = 183
  References = 183
  Future information on specific strategic thinking tools = 184
  Recommended reading = 185
 11 Strategic thinking in public service / David Wilkinson ; Mike Pedler = 187
  Introduction = 187
  Key issues of strategy in public service = 188
  Public sector of public service? = 192
  The nature of strategic thinking in the public services = 194
  Future scenarios = 196
  The way ahead? = 199
  Final words = 203
  References = 203
 12 International teams : avoiding the pitfalls and creating a source of international strategy / Sue Canney Davision = 205
  Cultural differences = 206
  Pitfalls in the development of international strategy teams = 207
  Effective approaches to developing international strategy teams = 211
  Best practice in development programmes = 215
  References = 216
 13 Developing the international manager strategically / Fons Trompenaars = 218
  The international manager reconciles cultural dilemmas = 219
  The organizational context of the international manager's activities = 230
  How to develop the international manager = 231
  Summary and recommendations = 239
  References = 240
 14 Helicopters and rotting fish : developing strategic thinking and new roles for direction - givers / Bob Garratt = 242
  Blockages to the direction - giving role = 242
  Coming to terms with the direction - giver's role : the learning board = 243
  Blockages to direction - giver development = 245
  Developing strategic performance - focused direction - givers = 248
  A three - stage approach = 249
  Four strategic thinking styles = 251
  The ten steps of strategic thinking = 253
  References = 255
Index = 257
Index of authors = 263