Dynamic Strategy-making

A step-by-step guide to turning strategy into action Based on the authors' 20-year journey through the minefields of strategy research and consulting--with clients ranging from aerospace, software, hotels, and HMOs, to an academic association--Dynamic Strategy-Making shows that the central strategy question for CEOs is "how to execute" strategy rather than concentrating on the "what" of strategy. The authors reveal what it takes to build, maintain and implement a strategic direction that will last and provide a step-by-step guide to making strategy work in organizations. Larry E. Greiner (Los Angeles, CA) is Professor of Management and Organization in the Marshall School of Business at the University of Southern California. Thomas G. Cummings (Los Angeles, CA) is Professor, Chair of the Department of Management and Organization, and Director of the Leadership Institute at University of Southern California.d Business School and Chairman of True Point, a research-based consultancy.

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Larry E. Greiner is professor of management and organization at the Marshall School of Business at the University of Southern California. Thomas G. Cummings is professor and chair of the Department of Management and Organization at the University of Southern California.

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Preface. The Authors. 1. Demise of Strategic Planning and Its Real-Time Replacement. 2. Lessons from Experience. 3. Lessons from Strategy Knowledge. 4. Building a Strategic System. 5. Making a Strategic Assessment. 6. Crafting a Strategic Statement. 7. Using Guided Involvement. 8. Leading, Changing, and Follow-Up in Real Time. 9. Facilitating Real-Time Strategy: A New Role for Consultants. 10. Real-Time Issues FAQ. 11. Last Words on Underlying Themes. Appendix A: Coast Yellow Pages-A Research Case Study. Appendix B: Gamma Bank-A Research Case Study. Appendix C: Petrofuels Energy-A Research Case Study. Appendix D: Johnson & Johnson Statement of Strategic Direction. References. Index.

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