Opening Strategy

2019 ◽  
Author(s):  
Richard Whittington
Keyword(s):  
Social Context ◽  
Strategic Planning ◽  
Strategic Management ◽  
Long Range ◽  
General Electric ◽  
Wide Range ◽  
The World ◽  
Long Range Planning ◽  
Open Strategy ◽  
Standard Strategy

Opening Strategy recounts the origins and development of Strategy as a profession from the middle of the last century to the present day. In particular, it focuses on how strategic planning superseded long-range planning, and the more recent rise of strategic management and open strategy. Together, these practices have contributed to growing inclusiveness and transparency in contemporary organizations. Informed by interviews with corporate strategists at leading companies around the world, eminent consultants at firms such as Bain, the Boston Consulting Group, and McKinsey & Co., and the internal archives of strategic innovators such as General Electric and Shell, this book provides vivid insights into the trials and tribulations of practice innovation in Strategy, and stresses the hard work of the little-recognized and sometimes eccentric innovators within the profession. By building on a wide range of illustrations, covering both successes and failures, the book draws out general lessons for practice innovation in Strategy. Those studying the topic will be able to set standard strategy techniques in historical and social context and develop new areas for investigation, while practising executives and consultants should gain a sense of how to innovate in Strategy—and how not to.

A Sustainable Approach for Organisational using Strategic Management

2020 ◽  
Vol 11 (2) ◽  
Author(s):  
Abdulla Almazrouei ◽  
◽  
Azlina Md Yassin ◽  
Keyword(s):  
Mortality Rate ◽  
Strategic Planning ◽  
Strategic Management ◽  
Crime Rate ◽  
External Environment ◽  
Police Department ◽  
Public Institutions ◽  
Abu Dhabi ◽  
The Public ◽  
The World

Strategic management have gained popularity in the public institutions to foster good delivery service to the public. The strategic planning enables organizations to establish a strategic match between the internal competency, resources and external environment. Majority of the successful organizations across the world use strategic management and planning as a tool that enables to optimize the operations and achieve maximum productivity with the resources. This paper reviewed on strategic management for organisations in Abu Dhabi especially for Abu Dhabi Police (ADP) force. It presents three strategic management theories which can be adopted by an organisation. This would help the organisation such as police department to reduce the increasing crime rate and mortality rate in UAE.

Opening Strategy

2019 ◽  
pp. 1-22
Author(s):  
Richard Whittington
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Theoretical Orientation ◽  
Alasdair Macintyre ◽  
Practice Change ◽  
Bottom Up ◽  
Anthony Giddens ◽  
Professional Field ◽  
Strategy As Practice ◽  
Open Strategy

This chapter introduces the central arguments of Opening Strategy. In particular, it traces the development of three key strategic practices since the middle of the last century to today: strategic planning, strategic management, and open strategy. These practices have gradually made strategy an increasingly inclusive and transparent activity. These practices operate within Strategy as a professional field. The direction of practice change is influenced by exogenous forces upon this field, in particular organizational, cultural, and technological trends. The manner of practice change is influenced by the precarious and permeable nature of the Strategy field, granting important roles to the bottom-up initiatives of strategy consultants and corporate strategists. This chapter provides a basic theoretical orientation for the remainder of the book, extending the Strategy-as-Practice tradition in a macro direction and drawing on the work of Anthony Giddens and Alasdair MacIntyre. The chapter introduces the statistical, interview, archival, and published sources used throughout the book.

Changing Strategy—for the Better

2019 ◽  
pp. 254-274
Author(s):  
Richard Whittington
Keyword(s):  
Technological Change ◽  
Strategic Management ◽  
Practice Change ◽  
General Electric ◽  
Institutional Work ◽  
Policy Makers ◽  
Consulting Firms ◽  
Structural Weakness ◽  
Future Practice ◽  
Open Strategy

This chapter summarizes how Strategy’s practices have become gradually more open and inclusive since the middle of the last century. In particular, it underlines how the development of first strategic planning, then strategic management, and then open strategy have resulted from the institutional work of innovators from such prominent corporations as General Electric and Red Hat, and from leading consulting firms, particularly BCG, Bain, McKinsey, Gemini, GBN, and Strategos. This work has been influenced both by the exogenous forces of organizational, cultural, and technological change, and by the structural weakness of the Strategy profession, particularly its precariousness and permeability. The chapter proposes lessons for future practice change in Strategy, and develops implications for Strategy professionals, for policy-makers, for researchers, and for teachers. The book concludes by arguing for the benefits of open strategy not just for organizations and their immediate stakeholders, but for society as a whole.

scholarly journals Implementing SWOT Analysis in Engineering Education in Africa

2020 ◽  
Vol 9 (12) ◽  
pp. 77-82
Keyword(s):  
Strategic Planning ◽  
Social Development ◽  
Strategic Management ◽  
Engineering Education ◽  
Swot Analysis ◽  
Royal Academy ◽  
The World ◽  
Competency Based ◽  
The 1960S ◽  
Education In Africa

A research on engineering by the Royal Academy of engineering (RAE) in the year 2012 revealed that engineering has the capacity for economic and social development in various countries of the world. With the numerous opportunities and strength in engineering education comes its weaknesses and threats which necessitates a look at SWOT analysis. SWOT analysis is a tool for strategic planning and strategic management in organizations. This study analyzed implementation of SWOT analysis in engineering education in Africa and SWOT analysis as a concept was examined. Findings from the study revealed that SWOT analysis evolved in the 1960s. Though with improvement in knowledge and time, it has been superseded by other tools such as resource-based planning and competency-based planning. It is a tool for strategic planning and strategic management. There is no general convention or method for implementing SWOT analysis generally. Understanding the context and prevailing conditions is key in determining the appropriate dimension to exploring SWOT analysis in engineering education in Africa. The study therefore recommends that more effort be intensified on advancing the strengths and opportunities engineering education has while also overcoming its threats and weaknesses.

Iterative lagged asymmetric responses in strategic management and long-range planning

2018 ◽  
Vol 28 (4) ◽  
pp. 1363-1381 ◽  
Author(s):  
Dragos Simandan
Keyword(s):  
Strategic Management ◽  
Long Range ◽  
Time Lag ◽  
Social Study ◽  
Competitive Environments ◽  
The Social ◽  
The Future ◽  
Long Range Planning ◽  
Asymmetric Responses ◽  
Military Theory

Actors in competitive environments are bound to decide and act under conditions of uncertainty because they rarely have accurate foreknowledge of how their opponents will respond and when they will respond. Just as a competitor makes a move to improve their standing on a given variable relative to a target competitor, she should expect the latter to counteract with an iterative lagged asymmetric response, that is, with a sequence of countermoves ( iteration) that is very different in kind from its trigger ( asymmetry) and that will be launched at some unknown point in the future ( time lag). The paper explicates the broad relevance of the newly proposed concept of “iterative lagged asymmetric responses” to the social study of temporality and to fields as diverse as intelligence and counterintelligence studies, strategic management, futures studies, military theory, and long-range planning. By bringing out in the foreground and substantiating the observation that competitive environments place a strategic premium on surprise, the concept of iterative lagged asymmetric responses makes a contribution to the never-ending and many-pronged debate about the extent to which the future can be predicted.

scholarly journals PERENCANAAN STRATEJIK

2016 ◽  
Vol 4 (2) ◽  
pp. 61
Author(s):  
Maswar Patuh Priyadi
Keyword(s):  
Strategic Planning ◽  
Long Range ◽  
Future Development ◽  
Strategic Plan ◽  
The Future ◽  
Long Range Planning ◽  
To Come

Most qualified managers spend time thinking of the future development of his company. The results of the managers’ observation could be in the realization of informal comprehension of the guidelines for the future which he should carry out or in the formal planning. The statement of the formal planning is termed as strategic plan, and the process of making up and revision of the statement is called strategic planning; it is also called long-range planning or programming. Strategic planning is the process of determining the program to be carried out by an organization and the estimate of the resources allocated to each program in several years to come.

Business Intelligence Enhances Strategic, Long-Range Planning in the Commercial Aerospace Industry

2012 ◽  
pp. 112-124
Author(s):  
David Ellis
Keyword(s):  
Long Range ◽  
Aerospace Industry ◽  
Air Travel ◽  
Commercial Aircraft ◽  
Market Conditions ◽  
The World ◽  
Long Range Planning ◽  
Future Demands ◽  
The Right ◽  
Analytical Tools

The world’s largest aircraft manufacturers like Boeing and Airbus have traditionally been dominant in the commercial aerospace industry, but due to the rise of several smaller commercial aircraft companies and in spite of air travel increasing each year, it will be paramount for Boeing and Airbus to thoroughly understand past and current market conditions and be able to combine their understanding with the proper analytical tools to anticipate the market demands of the future if they are to remain the world leaders in their industry. This paper presents a discussion of industry factors such as airline routes, past passenger demands in different regions of the world and the sizes and types of aircraft that were required to support those demands, and more importantly, how analysis of that information is integral to the projection of future demands within the commercial aerospace market which will facilitate Boeing and Airbus positioning themselves to provide their airline customers with the right product at the right time.

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