Implanting Strategic Management

H. Igor Ansoff (1918-2002) was an applied mathematician and business manager. He is well known as the pioneer and father of Strategic Management. Ansoff studied at Brown University, where he received his Doctorate. He joined UCLA in the Senior Executive Program. Ansoff was a distinguished professor at United States International University (now Alliant International University) for 17 years, where his work in strategic management research is still continued by several institutes. During his career he consulted with many multinational corporations including Philips, General Electric, Gulf, IBM, Sterling and Westinghouse. Ansoff was the first management guru to recognize the need for strategic planning for firms operating in an increasingly complex and turbulent business environment.Daniel Kipley is Professor of Strategy at Azusa Pacific, USA.A.O. Lewis is Professor of Management at National University, USA.Roxanne Helm-Stevens is Chair and Professor in the Department of Management at Azusa Pacific, USA.Rick Ansoff is Associate Professor in Statistics, Measurement, Research Methods, and General and Personality Psychology at Alliant International University, USA.

• 1. Epistemological Underpinnings & Original Concepts of Strategic Management.- 2. Why make Strategy Explicit?.- 3. Evolution of Management Systems.- 4. From Strategic Planning to Strategic Management.- 5. Modes of Strategic Behavior.- 6. Strategic Diagnosis.- 7. Concept of Organizational Capability.- 8. Diagnosing Future General Management Capability.- 9. Competitive Posture Analysis in Turbulent Environments.- 10. Dispersed Positioning in Competitive Analysis.- 11. Optimizing the Strategic Portfolio.- 12. Strategic Dimensions of Technology.- 13. Societal Strategy for the Business Firm.- 14. Strategic Dimensions of Internationalization.- 15. General Managers for Diversified Firms.- 16. Selecting a Management System to Fit the Firm.- 17. Designing the Firm’s Structure.- 18. Management Response to Surprising Changes.- 19. Strategic Issue Management.- 20. Using Weak Signals.- 21. Behavioral Resistance to Change.- 22. Systemic Resistance.- 23. Alternative Methods for Managing a Discontinuous Change.- 24. Managed Resistance ('Accordion') Method for Introducing a Discontinuous Change.- 25. Institutionalizing Strategic Responsiveness.