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Strategic Management
     

Strategic Management

5.0 1
by Reinier Geel
 

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Studies have shown that coming up with strategies and executing them with success requires specific strategic competencies. It is no longer just about the big idea.

Moving beyond a broad, fuzzy picture, however, requires strategic thinking and understanding the management matrix. This guidebook can help you

• identify critical functions of strategy, such as

Overview

Studies have shown that coming up with strategies and executing them with success requires specific strategic competencies. It is no longer just about the big idea.

Moving beyond a broad, fuzzy picture, however, requires strategic thinking and understanding the management matrix. This guidebook can help you

• identify critical functions of strategy, such as the alignment of operations, the continual improvement and innovation of systems design, and the allocation of effective recourses;
• learn the six required competencies for strategic genius along with methods how to excel at each one;
• reinvent thought processes so you can achieve organizational goals;
• successfully navigate your way through office politics;
• and answer many other questions tied to strategic management.

Take a trip with author Reinier Geel as he shares a detailed study of the make-or-break factors of planning and execution. This guidebook sets a new paradigm for the strategic arena and is backed up with the essential knowledge so you can empower yourself and your organization.

Product Details

ISBN-13:
9781426959929
Publisher:
Trafford Publishing
Publication date:
03/21/2011
Pages:
592
Product dimensions:
8.25(w) x 11.00(h) x 1.20(d)

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Strategic Management: The Radical Revolutionary Strategic Management Matrix for Predators 5 out of 5 based on 0 ratings. 1 reviews.
Reinier More than 1 year ago
I am the Author; would just like to give you some personal inside info; Whats it all about? Revolutionising Strategic Management. By: Defining Radical and Revolutionary Strategic Management Competencies and Matrix Principles for Predators, and Applying the Sociological Approach. Books Introduction Traditional strategic planning and methodology to some extent has given way to strategic thinking; the ability to identify the relevant strategic competencies required for a specific strategic project. Termed "The Strategic Management Matrix Faculty". Based on the assumption that three identified critical functions of strategy need to be present all the time; namely the alignment of operations, the continual improvement and innovation of systems design, and the allocation of effective recourses. Studies have shown that strategy formulation and execution requires very specific strategic competencies, in order for any strategic plan to work. It is no longer just about the strategic getaway and the big plan. Six required competencies for strategic genius have been identified. Perception management and alignment; is a companion to business philosophy, and planning good strategy. If we depart from the assumption that everything we deal with is based on someone's perception, then perception is of either things or "facts". Furthermore, a strategy points into a direction, that direction is based on some form of bias and alignment, of strongly held perceptions. Then alignment is of either belief, or orientation. These aspects have become focal in strategic circles, where strategies are now concentrating on both things that people believe in or perceive to be real and "fact", that they get from being orientated towards a belief or science, and aligning this with objectives. Perception management, a term that originated in the U. S. military. The definition relates to actions consistent to convey and/or deny selected information and indicators to foreign audiences. Specifically aimed at influencing, emotions, motives, independent reasoning, as well as intelligence, systems, and leaders at all levels. Furthermore, the aim is to influence people's beliefs, and opinions, that ultimately result in a desired altered behaviour. Consequently, altered behaviour brings about actions favourable to the originator's own objectives. In utilising various ways, perception can be manipulated - managed - to combine bits of "truths" about things and "facts", so that eventually it becomes a new reality and fact. The open systems perspective refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave - with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time. The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and fo