Managing uncertainty strategies for surviving and thriving in turbulent times
A guide to understanding and responding to business uncertainty in the twenty-first century Managing uncertainty has become a new business imperative. Technological discontinuities, regulatory upheavals, geopolitical shocks, abrupt shifts in consumer tastes or behavior, and many other factors have e...
| Other Authors: | , |
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| Format: | eBook |
| Language: | Inglés |
| Published: |
Hoboken, New Jersey :
John Wiley & Sons, Inc
2012.
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| Edition: | 6th ed |
| Series: | Economist series.
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| Subjects: | |
| See on Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628573306719 |
Table of Contents:
- Managing Uncertainty: Strategies for surviving and thriving in turbulent times; Copyright; Contents; Acknowledgements; Preface; 1: Introduction: managing in an uncertain world; The uncertain world order; Speed and multiplication; Convergence and interconnectivity; Looking ahead; New patterns of uncertainty; The essence of this book; 2: Strategic anticipation; Flexible planning; Option evaluation; Game theory; Futures forecasting; Scenario planning; Pattern recognition; Integrating strategy determination and execution; Strategy and innovation: a tale of two companies
- 3: Navigational leadershipInspiring confidence; Honesty; Clarity; Inspirational; Involving; Ensuring transparency, accountability and good governance; Encouraging speedy and well-informed decision-making; Involving and engaging staff; Conclusion; 4: Agility; New rules; Competing through agility; Financial agility; The importance of liquidity; Cut costs but not capability; Adopting a value-based focus; Operational agility; Focusing on the profitable core; Portfolio agility; Organisational agility; Cisco Systems; Netflix; Conclusion; 5: Resilience
- Developing more resilient managers and businessesThe roots and traits of resilience; Developing resilience in managers; Complexity: a barrier to resilience?; Developing a more resilient organisation; Shore up your decision-making processes; Build trust between leaders and teams; Use people to change people; Make sure employees engage with the strategy; Avoid being overprotective; Provide employees with opportunities to become more resilient; Build a resilient culture; View crises or setbacks as valuable learning opportunities; Make resilience a core consideration
- Build in space for staff to talk about uncertaintyReview management development processes; Provide stability through a sense of shared identity; Conclusion; 6: Open collaboration; Internal collaboration; Tools of collaboration; Sharing company-wide data; Breaking down organisational boundaries; Business-to-business collaboration; Collaboration with customers; Engaging with customers: dialogue and interaction; Co-creation; Crowd sourcing; Cross-industry or system-wide collaboration; Open collaboration: an emergent capability; GlaxoSmithKline's strategy of ""externalisation""
- 7: Predictive learningAnalytics; Using analytics effectively; Data mining and categorisation; Data, information and knowledge; Mining for what?; Double-loop learning; Abduction; Building a predictive learning culture; Adopting an integrated approach: Cisco Systems and IBM; Cisco Systems; IBM; 8: Conclusion: creating an integrated approach; Reconfiguring businesses to manage uncertainty; Strategic planning; Risk management; Leadership; Operational management; Stakeholder management; Talent management; Developing a capabilities framework; Plotting a pathway; Strategy; Leadership
- Organisational response
