People Strategy: How to Invest in People and Make Culture Your Competitive Advantage
Jack Altman
John Wiley & Sons, 08-Apr-2021 - Business & Economics - 192 pages
The Wall Street Journal bestseller!
Learn to unlock the potential of your employees and colleagues with this definitive resource for people management
People Strategy: How to Invest in People and Make Culture Your Competitive Advantage provides readers with a powerful framework in which to develop high-performing teams, increase employee motivation, and use data to build an inviting and effective company culture.
Author Jack Altman, cofounder and CEO of Lattice, an award-winning HR and performance management platform, shows you how to:
Establish the values that will form the bedrock of your organization
Develop feedback processes that help employees feel heard, supported, and equipped to succeed
Monitor the breadth and depth of employee engagement in your company
Use the data and insights created by your People Strategy to drive business results
Perfect for executives, managers, and human resource professionals, People Strategy also belongs on the bookshelves of anyone with even an interest in how to develop, nurture, and unlock the potential of their employees and colleagues.
https://books.google.co.in/books?id=0EUoEAAAQBAJ
Open Strategy: Mastering Disruption from Outside the C-Suite
Christian Stadler, Julia Hautz, Kurt Matzler, Stephan Friedrich von den Eichen
MIT Press, 12-Oct-2021 - Business & Economics - 296 pages
How smart companies are opening up strategic initiatives to involve front-line employees, experts, suppliers, customers, entrepreneurs, and even competitors.
Why are some of the world’s most successful companies able to stay ahead of disruption, adopting and implementing innovative strategies, while others struggle? It’s not because they hire a new CEO or expensive consultants but rather because these pioneering companies have adopted a new way of strategizing. Instead of keeping strategic deliberations within the C-Suite, they open up strategic initiatives to a diverse group of stakeholders—front-line employees, experts, suppliers, customers, entrepreneurs, and even competitors. Open Strategy presents a new philosophy, key tools, step-by-step advice, and fascinating case studies—from companies that range from Barclays to Adidas—to guide business leaders in this groundbreaking approach to strategy.
The authors—business-strategy experts from both academia and management consulting—introduce tools for each of the three stages of strategy-making: idea generation, plan formulation, and implementation. These are digital tools (including strategy contests), which allow the widest participation; hybrid digital/in-person tools (including a “nightmare competitor challenge”); a workshop tool that gamifies the business model development process; and tools that help companies implement and sustain open strategy efforts.
Open strategy has an astonishing track record: a survey of 200 business leaders shows that although open-strategy techniques were deployed for only 30 percent of their initiatives, those same initiatives generated 50 percent of their revenues and profits. This book offers a roadmap for this kind of success.
https://books.google.co.in/books?id=LzESEAAAQBAJ
Making Great Strategy: Arguing for Organizational Advantage
Glenn R. Carroll, Jesper B. Sørensen
Columbia University Press, 26-Jan-2021 - Business & Economics
Making strategy requires undertaking major—often irreversible—decisions aimed at long-term success in an uncertain future. All leaders must formulate a clear course of action, yet many lack confidence in their ability to think systematically about their strategy. They struggle to apply the abstract lessons offered by conventional approaches to strategic analysis to their unique contexts.
Making Great Strategy resolves these challenges with a straightforward, readily applicable framework. Jesper B. Sørensen and Glenn R. Carroll show that one factor underlies all sustainably successful strategies: a logically coherent argument that connects resources, capabilities, and environmental conditions to desired outcomes. They introduce a system for formulating and managing strategy through a set of three core activities: visualization, formalization and logic, and constructive argumentation. These activities can be implemented in any organization and are illustrated through examples and case studies from well-known companies such as Apple, Walmart, and The Economist.
This book shows that while great strategic thinking is hard, it is not a mystery. Widely applicable and relevant for managers and leaders at all levels, especially executive teams charged with setting the course of their organizations, it is essential reading for anyone faced with practical problems of strategic management.
HBR's 10 Must Reads on Strategy, Vol. 2
Harvard Business Review, Michael E. Porter, A.G. Lafley, Clayton M. Christensen, Rita Gunther McGrath
Harvard Business Press, 24-Mar-2020 - Business & Economics - 208 pages
Do you have the right strategy to lead your company into the future?
Get more of the management ideas you want, from the authors you trust, with HBR's 10 Must Reads on Strategy (Vol. 2). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you combat new competitors and define the best strategy for your company.
With insights from leading experts including Michael E. Porter, A.G. Lafley, and Clayton M. Christensen, this book will inspire you to:
This collection of articles includes
"Your Strategy Needs a Strategy," by Martin Reeves, Claire Love, and Philipp Tillmanns;
"Transient Advantage," by Rita Gunther McGrath;
"Bringing Science to the Art of Strategy," by A.G. Lafley, Roger L. Martin, Jan W. Rivkin, and Nicolaj Siggelkow;
"Managing Risks: A New Framework," by Robert S. Kaplan and Anette Mikes;
"Surviving Disruption," by Maxwell Wessel and Clayton M. Christensen;
"The Great Repeatable Business Model," by Chris Zook and James Allen;
'Pipelines, Platforms, and the New Rules of Strategy," by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary;
"Why the Lean Start-Up Changes Everything," by Steve Blank;
"Strategy Needs Creativity," by Adam Brandenburger;
"Put Purpose at the Core of Your Strategy," by Thomas W. Malnight, Ivy Buche, and Charles Dhanaraj; "Creating Shared Value," by Michael E. Porter and Mark R. Kramer.
https://books.google.co.in/books?id=R5WwDwAAQBAJ
Strategic Management: Concepts and Cases
Jeffrey H. Dyer, Paul Godfrey, Robert Jensen, David Bryce
John Wiley & Sons, 29-Jan-2020 - 512 pages
Strategic Management delivers an insightful, clear, concise introduction to strategy management concepts and links these concepts to the skills and knowledge students need to be successful in the professional world. Written in a conversational Harvard Business Review style, this product sparks ideas, fuels creative thinking and discussion, while engaging students via contemporary examples, innovative whiteboard animations for each chapter, outstanding author-produced cases, unique Strategy Tool Applications with accompanying animations and Career Readiness applications through author videos.
Preview
https://books.google.co.in/books?id=emfDDwAAQBAJ
Creative Construction: The DNA of Sustained Innovation
Gary P. Pisano
Hachette UK, 15-Jan-2019 - Business & Economics - 288 pages
This myth-busting book shows large companies can construct a strategy, system, and culture of innovation that creates sustained growth.
Every company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Gary Pisano's remarkable research conducted over three decades, and his extraordinary on-the ground experience with big companies and fast-growing ones that have moved beyond the start-up stage, provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation.
He begins with the simply reality that bigger companies are, well, different. Demanding that they "be like Uber" is no more realistic than commanding your dog to speak French. Bigger companies are complex. They need to sustain revenue streams from existing businesses, and deal with Wall Street's demands. These organizations require a different set of management practices and approaches -- a discipline focused on the strategies, systems and culture for taking their companies to the next level. Big can be beautiful, but it requires creative construction by leaders to avoid the creative destruction that is all-too-often the fate of too many.
https://books.google.co.in/books?id=-gtmDwAAQBAJ
Strategic Management
Richard Lynch
Pearson UK, 09-May-2018 - Business & Economics - 704 pages
Strategic Management is a core strategy textbook, covering all the major topics particularly from a global perspective. It delivers comprehensive coverage of the subject in an easy-to-read style with extensive examples and a range of free support material that will help you learn actively and effectively.
This eighth edition of Strategic Management builds on proven strengths ...
· over 70 short case studies to provide easily accessible illustrations of strategy in practice and additional cases available online to provide more in-depth examples of recent strategic decisions involving Sony, Apple and industry sectors
· a continuous contrast between prescriptive and emergent views of strategy to highlight the key debates within the discipline
· emphasis on practice throughout with features to help you turn theory into practice
· major international strategy cases from Europe, Africa, China, India, Middle East and the Americas
· clear exploration of the key concepts
· comprehensive, logical structure to guide you through this complex subject
· Specialist chapters on public/third sector strategy, green strategy and sustainability, entrepreneurial strategy and international and global strategy
New for the eighth edition:
- Dynamic capabilities and resource renewal explored in a revised and updated chapter
- Emergent strategy completely revised in two new chapters, one focusing on innovation, and technology and the other exploring knowledge and learning
- New material on innovation and strategy in uncertain environments
- Case studies from large and small organisations from Google, Spotify and Cadbury to Snapchat, Uber and green energy companies with 14 new cases and many cases updated
This new edition also includes a wealth of free, online, open-access learning resources. Use these materials to enhance and test your knowledge to improve your grades. Online resources include web based cases with indicative answers, chapter based support material, long cases and multiple-choice questions.
Richard Lynch is Emeritus Professor of Strategic Management at Middlesex University, London. He is an active researcher, lecturer and consultant, particularly in the area of global strategy and sustainable strategy.
https://books.google.co.in/books?id=i71dDwAAQBAJ
Dynamic Capabilities and Strategic Management: Organizing for Innovation and Growth
David J. Teece
OUP Oxford, 26-Mar-2009 - Business & Economics - 302 pages
How do firms compete? How do firms earn above normal returns? What's needed to sustain superior performance long term? An increasingly powerful answer to these fundamental questions of business strategy lies in the concept of dynamic capabilities. These are the skills, processes, routines, organizational structures, and disciplines that enable firms to build, employ, and orchestrate intangible assets relevant to satisfying customer needs, and which cannot be readily replicated by competitors. Enterprises with strong dynamic capabilities are intensely entrepreneurial. They not only adapt to business ecosystems; they also shape them through innovation, collaboration, learning, and involvement. David Teece was the pioneer of the dynamic capabilities perspective. It is grounded in 25 years of his research, teaching, and consultancy. His ideas have been influential in business strategy, management, and economics, and are relevant to innovation, technology management, and competition policy. Through his consultancy and advisory work he has also brought these ideas to bear in business and policy making around the world. This book is the clearest and most succinct statement of the core ideas of dynamic capabilities. Teece explains their genesis, application, and how they offer an alternative approach to much conventional strategic thinking grounded in simplistic and outdated understandings of industrial organizations and the foundations of competitive advantage. Accessibly written and presented, it will be an invaluable and stimulating tool for all those who want to understand this important contribution to strategic thinking, be they MBA students, academics, managers, or consultants.
https://books.google.co.in/books?id=tDj_9wiZMicC
Strategy And The Business Landscape, 2/E
Ghemawat
Pearson Education India, 2007 - 172 pages
https://books.google.co.in/books?id=F6qMYb18CrAC
Redefining Global Strategy: Crossing Borders in a World where Differences Still Matter
Pankaj Ghemawat
Harvard Business Press, 2007 - Business & Economics - 257 pages
Why do so many global strategies fail—despite companies’ powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, “flat” world, and the allure of similarities, firms launch one-size-fits-all strategies.
But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in Redefining Global Strategy. Most economic activity—including direct investment, tourism, and communication—happens locally, not internationally.
In this “semiglobalized” world, one-size-fits-all strategies don’t stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you how—by providing tools for:
· Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention.
· Tracking the implications of particular border-crossing moves for your company’s ability to create value.
· Creating superior performance with strategies optimized for adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences), and for compound objectives.
In-depth examples reveal how companies such as Cemex, Toyota, Procter & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differences—as well as how other well-known companies have failed at this challenge.
Crucial for any business competing across borders, this book will transform the way you approach global strategy.
https://books.google.co.in/books?id=8iPXgr7oJ9MC
Open Access Book - Strategic Management
Authors:Adapted by Reed Kennedy; with Eli Jamison; Joseph Simpson; Pankaj Kumar; Ayenda Kemp; Kiran Awate; and Kathleen Manning
BOOK SOURCE
This book is a cloned version of Mastering Strategic Management by [Author removed at request of original publisher], published using Pressbooks by University of Minnesota Libraries Publishing edition, 2015. This edition adapted from a work originally produced in 2010 by a publisher who has requested that it not receive attribution. under a CC BY-NC-SA (Attribution NonCommercial ShareAlike) license. It may differ from the original.
https://pressbooks.lib.vt.edu/strategicmanagement/
Readings Included in in Crafting and Executing Strategy 17 Edition
Readings
1 . Can You Say What Your Strategy Is?
David J. Collis, Harvard Business School
Michael G. Rukstad, Harvard Business School
lL. Enabling Bold Visions
Douglas A. Ready, London Business School, Jay A. Conger, London Business School
3 . Location, Location: The Geography of Industry Clusters
Holger Schiele, Leibniz University
4 . Identifying Valuable Resources
Cliff Bowman, Cranfield School of Management, Veronique Ambrosini, Cranfield School of Management
5 . The Battle of the Value Chains: New Specialized versus Old Hybrids
Gillis Jonk, A. T. Kearney
Martin Handschuh, A. T. Kearney, Sandra Niewiem, A. T. Kearney
6 . Playing Hardball: Why Strategy Still Matters
George Stalk, The Boston Consulting Group
7. Hitting Back: Strategic Responses to Low-Cost Rivals
Jim Morehouse, A. T. Kearney, Bob O 'Meara, A. T. Kearney, Christian Hagen, A. T. Kearney
Todd Huseby, A. T. Kearney
8 . Limited-Potential Niche or Prospective Market Foothold? Five Tests
Ken Hutt, Deloitte Consulting
Ruben Gravieres, Deloitte Consulting
Betosini Chakraborty, Deloitte Consulting
9 . Value Innovation: A Leap into the Blue Ocean •
W. Chan Kim, INSEAD
Renee Mauborgne, INSEAD
10 . Racing to Be 2nd: Conquering the Industries of the Future
Costas Markides, London Business School
Paul A. Geroski, London Business School
11 . Globalization Is an Option, Not an Imperative. Or,
Why The World Is Not Flat
Pankaj Ghemawat, Harvard Business School
12 . The Challenge for Multinational Corporations in China: Think Local, Act Global
Seung Ho Park, Samsung Economic Reseawrch Institute
Wilfried R. Vanhonacker, HKUST Business School
13 . How to Win in Emerging Markets
Satish Shankar, Bain & Co.
Charles Ormiston, Bain & Co.
Nicolas Bloch, Bain & Co.
Robert Schaus, Bain & Co.
Vijay Vishwanath, Bain & Co.
14 . Why Is Synergy So Difficult in Mergers of Related Businesses?
Sayan Chatterjee, Case Western Reserve University
15 . Corporate Social Responsibility: Why Good People Behave Badly
in Organizations
Pratima Bansal, University of Western Ontario
Sonia Kandola, University of Western Ontario
16 . Competing Responsibly
Bert van de Ven, University ofTilburg
Ronald Jeurissen, Nyenrode Business University
17. The Secrets to Successful Strategy Execution
Gary L. Neilson, Booz & Company, Karla L. Martin, Booz & Company, Elizabeth Powers, Booz & Company
18 . Some Pros and Cons of Six Sigma: An Academic Perspective
Jiju Antony Caledonian Business School
19 . Linking Goals to Monetary Incentives
Edwin A. Locke, University of Maryland
20. The Seven Habits of Spectacularly Unsuccessful Executives
Sydney Finkelstein, Dartmouth College
Articles
The Forgotten Strategy
by Pankaj Ghemawat
From the Magazine (November 2003)
https://hbr.org/2003/11/the-forgotten-strategy
Ud 8.10.2021
Pub 27.8.2016
