Strategy - neues Buch

EAN (ISBN-13): 9783593419190
ISBN (ISBN-10): 359341919X
Erscheinungsjahr: 2013
Herausgeber: Campus
368 Seiten
Sprache: ger/Deutsch

Buch in der Datenbank seit 2012-09-24T22:27:26+02:00 (Berlin)
Detailseite zuletzt geändert am 2017-01-22T09:57:48+01:00 (Berlin)
ISBN/EAN: 359341919X

ISBN - alternative Schreibweisen:
3-593-41919-X, 978-3-593-41919-0
Alternative Schreibweisen und verwandte Suchbegriffe:
Autor des Buches: malik fredmund

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Daten vom Verlag:

Autor/in: Fredmund Malik
Titel: Strategy; Strategy - Navigating the Complexity of the New World
Verlag: Campus
368 Seiten
Erscheinungsjahr: 2013-04-18
Übersetzer/in: Jutta Scherer (Deutsch)
Sprache: Deutsch
36,99 € (DE)
Not available (reason unspecified)
mit 117 Abbildungen

EA; E107; Nonbooks, PBS / Wirtschaft/Management; Betriebswirtschaft und Management; Entwicklungsprozeß; Organisationskultur; Wirtschaftliche Entwicklung; Dispositiver Faktor; Strategen; Zielsetzung; Management; Geschäftsleitung; Unternehmensleitung; Strategieinstrument; Entwicklungsprozess; Managementtheorie; Organizational identity; Managementphilosophie; Entwicklung; Unternehmensmission; Organizational culture; Strategieprozess; Betriebsführung; Leitbild des Betriebs; Strategiewechsel; Umsetzung; Strategie; Strategy; Organisational culture; Corporate culture; Purpose; Unternehmensidentität; General Management; Unternehmenskultur; Unternehmensführung; Economic development; Corporate identity; Unternehmensphilosophie; Unternehmensleitbild; Strategieentwicklung; Management E-Book; Programm; BB

Contents Introduction: Strategic Solutions for REvolutions® 11 Part I Strategy for the Great Transformation 21 15 1.What Strategy Looks Like When the Future is Unknown 17 2.The Great Transformation 21 21 The Old World Ends as a New World is Born 23 Megachange in Megasystems 24 The Current Crisis as the New World's Birth Pangs 25 It Takes More than Economics to Understand the Global Economic Crisis 26 Anglo-Saxon Corporate Governance - A Destruction Machine 27 Complexity and Management Crisis: The Absence of Neuronal Systems 30 Third Act of the Crisis: Deflation 31 The New Way of Functioning: Mastering Complexity 33 3.Propositions for the Strategy of New Functioning 35 4.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 38 Strategic Delusion by Operational Data 38 Operational and Strategic Management 43 Strategic Thinking Traps 49 Part II Strategy as Master Control in the Wholistic Management Sys-tems® 57 1. Making Companies Function Well 59 Enhancing Management Impact Through Management Support Systems 59 Right and Good Management - Universally Valid 60 Management, Financial Markets, and Extreme Climbing 63 A Practical Hint for Readers in the Know 64 What are Master Controls? 65 The Basic Management Model and Its Basic Concepts 66 Management of Institutions: The General Management Model 68 Management of People: The Standard Model of Effectiveness, or "Management Wheel®" 71 The Integrated Management System - IMS® 72 Integrated Strategy as a Top Cross-Divisional Function 75 2. Providing Direction Through the Corporate Policy and Business Mission 78 The Right Purpose 78 The Right Mission 83 The Right Performance 89 Part III Mastering Complexity Through Reliable Navigation in Any Circumstance 93 1. Revolutionizing Strategic Navigation 95 The Malik-Gälweiler Navigation System® 96 The Right Strategy for a Future Unknown 99 Putting an End to Arbitrariness in Strategy Design 101 Looking Further Into the Future - Without Forecasts 101 Time Constants and System Dead Time 101 Limitations of the Market Economy: Why Economists Do Not See Far Enough 103 What Must Be Monitored: Variables for Control and Orientation 104 Reliable Function With Cybernetic Control Systems 104 2. Reliable Control through Cybernetic Navigation 107 First System Level: Liquidity 107 Second System Level: Profit 112 Third System Level: Current Profit Potential (CPP) 113 Fourth System Level: Future Profit Potentials (FPPs) 119 3. Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 126 The Solution-Invariant Customer Problem 130 Solution Technologies 137 Socioeconomic Trends 141 Market Position 143 Investments and Cost Reduction Potentials 150 Research and Development Objectives 152 Finance and Balance Sheet Variables 154 Part IV Following the Change: Success Factors for Your Current Business 157 1. No More Blind Flying: PIMS® - The High Art of Strategy Development 159 Strategic Leadership 160 The PIMS Revolution 162 Strategy at the Strategic Business Unit Level 163 Discovery of the "Laws of the Market Place" 163 A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 165 New Benchmarking Based on the Biological Pattern 166 The PIMS Database Suites 167 75 Percent of Profits Depend on Factors That Are Universally Valid 169 Answering Key Questions of Strategy 170 Eight Key Factors for Success 171 2. Strategic Core Knowledge: A Cornucopia of Insights 173 Market Position 173 Stability of Results Over Time 174 A Seeming Anomaly Triggers Discovery of a New Factor 175 Is Innovating Good? 176 Where Many Businesses Lose Earning Power Without Even Noticing 177 How Important Is Market Growth? 178 Systemic Interconnectedness of PIMS factors 179 PIMS and the Six Central Performance Controls (CPC) 182 The Cybernetics of PIMS Strategy Development 182 Overview: Benefits of PIMS Findings for Top Management 183 Criticism of the PIMS Program 184 What Remains Valid in Business When Everything Changes 185 3. Breaking Strategic Barriers: Three Pioneering Models From PIMS 187 Knowing the Potential of a Business: The PIMS Par Model 187 Learning From Winners: The PIMS Look-Alike Model 190 Customer Value and Competitiveness as Two Unerring Guiding Stars: The Customer Value Map 195 Part V Staying Ahead of Change: Success Factors for Your New Business 205 1. Constants in the Currents of Change 207 The Magic of Patterns that Connect 209 We, too, Will Be Replaced: Creative Destruction 210 Symphony of S-Curves: Seeing the Future Clearly 212 Simple Growth Processes 213 From Growth to Substitution 217 When Several Systems Compete for Existence 219 Discovering the Secret Driver of Epochal Change 221 Centennial Cycles: Invention - Innovation - Substitution - Exploitation 223 Was Kondratieff Right? The Rhythm of Long Economic Cycles 226 Self-Destructing and Self-Creating Systems 228 2. Innovating for the Great Transformation 21: How to Preprogram Success 230 From the Art to the Craft of Innovation 231 Misconceptions About Innovation 233 3. Mastering Even the Unknown: The PIMS Start-up Strategy 239 Start-ups as a Synthesis of Several Arts: The Secrets of Innovation Success 240 The Right Environment for Start-up Businesses 249 Choosing the Right Strategy in the Right Environment: Knowing, Not Guessing 251 4. Implementing Start-up Strategies: Basic Rules for Effective Innovation 258 1. Go for the Top: Market Leadership and Distinct Changes 259 2. Make Room for New Things 259 3. Separate the Old From the New 260 4. Look for Opportunities in Problems 262 5. Ask Controllers for a Second "First Page" 263 6. Write Down Your Expectations 263 7. Determine Cut-off Points 264 8. Make Sure You Have the Best People 264 9. Run Tests 265 10. Strictly Focus on a Few Things 265 Part VI Revolutionizing Management Methods - Strategic Approaches Without Time or Space Limits 267 1. Direttissima: The Straightest Path to the Right Strategy 269 2. Revolutionizing Change With SuperSyntegration 277 Epoch of New Leadership: Quantum Leap in the Social Technology of Functioning 278 Change and Innovation - Swift and Effective 278 What is the SuperSyntegration Method and What Does it Accomplish? 279 3. The Cybertools of SuperSyntegration 297 SensiMod - The Sensitivity Model, or the Organization's GPS 298 EKS®: Dynamic Specialization 306 MSA: Management System Audit - New Ways of Functioning and Implementing 313 Operations Room: Implementation With Real-Time Control 318 4. How Even Giants Learn to Dance: HyperSyntegration 326 Appendix 339 Concept and Logic of the Series "Management: Mastering Complexity" 341 Basic Principles 342 Logic of the Series "Management: Mastering Complexity" 343 Possibilities and Limitations in Depicting Complex, Dynamically In-terconnected Systems 344 The Malik Management Systems and Its Users 346 About the Author 356 Bibliography 359 Picture Credits 361 Index 362