One Strategy: Organization, Planning, and Decision Making [NOOK Book]

Overview

This book challenges traditional views of strategy and operational execution—views that say strategy comes from a small group of select people or that an innovative strategy can only emerge from a distinct organizational spinoff. Aligning a complex organization around one strategy requires all members of a team to participate—learning, sharing, communicating, and contributing to the team's success. One Strategy provides a unique combination of real-world experience managing a large-scale organization with ...
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One Strategy: Organization, Planning, and Decision Making

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Overview

This book challenges traditional views of strategy and operational execution—views that say strategy comes from a small group of select people or that an innovative strategy can only emerge from a distinct organizational spinoff. Aligning a complex organization around one strategy requires all members of a team to participate—learning, sharing, communicating, and contributing to the team's success. One Strategy provides a unique combination of real-world experience managing a large-scale organization with academic research in strategy and innovation to describe what it takes to align an organization around one strategy, manage its execution, and reach for "strategic integrity." One Strategy describes how to drive innovation by connecting the potential of strategic opportunities to the impact of operational execution.

Microsoft executive Steven Sinofsky joins his twenty years of management experience at Microsoft with Harvard Business School professor Marco Iansiti's twenty years of research on strategy and innovation to provide you a unique perspective on strategy development, alignment, and execution. Here, Sinofsky shares his experiences and point of view through an internal blog site that discusses some of the management processes put to work while developing Microsoft Windows 7. Through his own words, One Strategy focuses on the team's mission to develop and maintain a strategic vision through the 4,000 person, multi-year project. Marco Iansiti creates a framework that can be used by business leaders across industries and job functions, building on his original research in the development of innovative products.

Learn from the concepts, capabilities, processes, and behaviors that aligned around one strategy with the hard-won, first-person insight found in One Strategy.

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Product Details

  • ISBN-13: 9780470590058
  • Publisher: Wiley
  • Publication date: 11/16/2009
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 288
  • File size: 998 KB

Meet the Author

Steven Sinofsky is President of the Windows and Windows Live Division at Microsoft Corporation. Prior to this position, he worked on the development of Microsoft Office from 1994-2006 and, prior to that, worked on Microsoft's development tools.

Marco Iansiti is the Director of Research and David Sarnoff Professor of Business Administration at Harvard Business School and the Chairman of Keystone Strategy LLC (www.keystonestrategy.com). He is an expert on strategy and the management of innovation. His latest research studies strategy and innovation in networks of organizations, examining the strategy, operations, and innovation processes of key organizations, including Microsoft, IBM, Wal-Mart, and Dell, along with many others. He is the author or coauthor of two books, Technology Integration: Making Critical Choices in a Dynamic World and The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability, and has advised a variety of Fortune 500 firms.

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Table of Contents

List of Blog Posts.

Acknowledgments.

Preface.

Chapter 1 Strategic Integrity.

Chapter 2 Strategy: A Participatory Approach.

Chapter 3 The Foundations of Strategic Integrity.

Chapter 4 Integrity and Innovation.

Chapter 5 Planning: Innovation, Risk, and Agility.

Chapter 6 Organization: Matching Capabilities to Strategy.

Chapter 7 Organization: What Managers Do.

Chapter 8 Decision Making and Value Systems.

Chapter 9 Personal and Organizational Growth.

Chapter 10 Lessons from Aligning Strategy and Execution.

Index.

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