Bringing Strategy Back
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Jeffrey L. Sampler. Bringing Strategy Back
Bringing Strategy Back. How Strategic Shock Absorbers Make Planning Relevant in a World of Constant Change. Jeffrey Sampler. Foreword by Vijay Govindarajan
The Jossey-Bass Business & Management Series. Foreword
Introduction
Bringing Strategy Back
Setting the Wheels in Motion
Chapter 1. Strategic Shock Absorbers
Chapter 2. Accuracy. Creating Order and Transparency
Decision Triggers
Creating Decision Triggers
The Strategic Wedge
The Art of Management: Accuracy
Chapter 3. Agility. Seizing and Repeating Opportunities
Constant Adaptation
Creating a Corporate Concierge
Making Strategy a Bottom-Up Process
The Art of Management: Agility
Chapter 4. Momentum. Speeding Past Shocks and Surprises
Mastering the End Versus Means
The Art of Management: Momentum
Chapter 5. Foresight. Getting Ahead of Change and Chaos
Strategic Assumptions
Changing the System
Alternate Strategies: Scanning the Periphery
Have an Exit Strategy
How to Proceed Toward the Exit
The Art of Management: Foresight
Chapter 6. Execution. Shock Absorbers in Action
Compression and Expansion
The Upside of Oscillation
Chapter 7. Driven by Values
How Values Steer Strategy
The Value of Values
Creating a Culture Where Values Matter
Chapter 8. Management Innovation from Fast-Moving Markets
Values Enable Coordination
Absorbing Change without Losing Momentum
Developing Foresight and Anticipating the Future
Executing with Accuracy
Reacting with Agility
Formalizing the Informal
The Author
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Index
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Отрывок из книги
Historically, innovations have originated in rich developed countries in the West and later flowed downhill to the populous developing world. But it is also possible for innovations to originate in poor countries and trickle up to the wealthier world. This is what I've termed reverse innovation.
I initially became interested in reverse innovation during a two-year stint as Professor in Residence and Chief Innovation Consultant at General Electric. At the time, GE CEO Jeff Immelt had put a stake in the ground to grow the company organically by meeting the needs and budgets of customers in heavily populated developing markets. As part of that plan, GE went on to introduce revolutionary new product adaptations – a $1,000 handheld electrocardiogram device and a portable, PC-based ultrasound machine that sells for as little as $15,000 – created to serve rural India and China. By developing lower-cost end-user solutions, GE has been able to cultivate an entirely new market. Just as notably, these innovations have since been adapted and sold in the United States and Europe.
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The obsolescence of conventional strategic planning became apparent to me when I was researching cases in India. I was calling around to a number of companies four to six months in advance of my visits to schedule interviews. At the time, executives seemed universally hesitant to commit. I was confused, because in most cases I knew these companies and their executives, or was being introduced and referred at the highest levels.
I understood, finally, when one senior executive told me: “Call me two weeks before you arrive. I promise we will meet sometime during your trip and I will also arrange other interviews for you in my company. But, at this point in time I cannot give you an exact meeting date – I just can't see that far ahead!” Sure enough, when I called a few weeks prior to my visit, I was able to fill my schedule completely.
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