Wiley Series in Practical Strategy – serie
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4 produkter
4 produkter
698 kr
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The public sector is experiencing tremendous pressure for strategic change. Governments in many countries require public sector managers to be more responsive to the public and to deliver more value with constrained budgets. Members of the public also face change, and look to their public sector organisations to provide efficient and high quality service, while adapting their activities in a complex and dynamic world. Strategy in the Public Sector provides guidance to managers who have responsibility for delivering increased levels of efficiency and innovation and accountability. It shows how strategic changes can be made through realigning and increasing the capacity of the public sector organisation. It shows how managers are now handling strategic changes in the context of public policy, favouring pluralism of service delivery systems and partnership working. Based on the practical experience of managers in local government, central government, health services and education, the book presents insights, lessons and examples from many countries on both sides of the Atlantic that help bring about effective strategic change. Strategy in the Public Sector has been written for anyone who has a role in modernising the public sector and requires a practical guide in making strategic changes that are both responsive to the public need and sustainable.
Del 5 - Wiley Series in Practical Strategy
Virtual Organizations and Beyond
Discovering Imaginary Systems
Inbunden, Engelska, 1997
806 kr
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The virtual organization is a form where only what is used has tobe paid for. It has the capability of the real organization, butdoes not itself have the tangible facilities and permanentemployees that is the traditional way of meeting the requirementsof customer. It is a concept which gives flexibility, lower overallcost, and reduces the capital needs of a business. It is equallyapplicable to new and established businesses, and can provide bothwith a means of achieving success in business development andrenewal.Like others in this series, this book provides a practical guidefor managers and entrepreneurs. It shows how those with vision andenergy, who do not have the facilities of a large traditionalcompany, can nevertheless achieve success, with no competitivedisadvantages. The book shows how to expand and grow withoutenlarging the organization, and how to gain access to competenceswithout employing more staff.Well illustrated with case histories and examples, the bookreflects the experience of the authors in actually applying theconcepts they write about. Checklists and questionnaires areprovided where they are helpful. Practical experience is supportedby research, and the result is a practical guide to setting up andmanaging this new form of organization.'Bo Hedberg is again out in front and leading us into the future ofmanagement. Managerial insight and advanced technology are makingit possible to create coalitions with the advantages of bothmarkets and hierarchical organizations. In this book, Hedberg andhis colleagues explain how these coalitions work and what they needto work best'. William H. Starbuck, ITT Professor of CreativeManagement, Stern School of Business, New York University'Professor Hedberg's and his colleagues' pioneering work inidentifying and highlighting what makes virtual organizations tickis very timely. The competitive environment in financial servicesrequires that highly motivated professionals voluntarily sharetheir best ideas and dreams with their leaders to ensure customersatisfaction. The authors have rightly identified this crucialpoint in our success story.' Jan R. Carendi, Senior Executive Vicepresident, Skandia AB and Chief Executive Officer, SkandiaAssurance & Financial Services.
806 kr
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Competitor Intelligence Turning Analysis into Success David Hussey and Per Jenster The seminal work of Michael Porter in the 1980s provided a conceptual basis to competitor analysis which has stood the test of time. The emphasis of his work, and of many books by other authors which followed it, has been on the why and what of competitor analysis. David Hussey and Per Jenster's book moves beyond this to the problems faced by organizations in applying the concepts at a practical level. It shows how real companies can use competitor intelligence and analysis in real situations. Three major strands are drawn out by this book, which shows how to:* obtain competitor information in a legitimate way* analyze information so that competitors can be better understood, and strategic options explored* develop ways of achieving competitive advantage which may move the organization ahead of others in the industryThis book provides a comprehensive guide for marketing and planning practitioners, managers and management consultants, to enable them to improve the competitor information and intelligence available to their organizations, and to use it to gain advantages over the competition. The book goes beyond the broad concepts, and gives practical advice on how to obtain and use the necessary information, offers various analytical techniques and approaches, and shows how to develop strategies for both attack and defence. It includes numerous cameo examples, a case history of how an organization undertook competitor analysis in an industry with little coherent published information, worked examples of many of the methods suggested, as well as a number of case studies of various industry situations. The text builds on a sound conceptual foundation, and draws heavily on the authors' practical experience.
806 kr
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MULTINATIONAL STRATEGIC ALLIANCES Strategic alliances are one of the most significant tools used today in business, especially by multinational firms. It is seen by business managers as the way to grow their organizations, especially when faced by downsizing and cutbacks. Such alliances have certainly been around for a long time, and surveys show that today the majority of large organizations use them. Almost all multinational firms have considered them. However, what has changed in today’s working climate is their breadth and frequency of use, and their complexity. This highlights the need for a comprehensive guide such as this. Indeed, research shows that over 70% of strategic alliances fail to deliver the results that were intended from the outset. What makes this book so useful is that it covers a broader range of alliances and has more current case studies than other books currently available. In addition, this comprehensive introduction to the subject provides a base of practical ‘how-to-do-it’ material and specific decision models covering determining strategic fit, negotiating strategic alliances and selecting compatible partners, formulating type and structure of alliances in light of operational fit, and making strategic alliances work. The book also explores other options instead of alliances such as wholly-owned multinational expansion and exporting, and has major sections on understanding and managing cross-cultural diversity, communications and leadership. Case studies include General Motors in China, British Airways and American Airlines, Airbus Industrie, a celluar phone venture in Tashkent, British Petroleum/Mobil in Europe, and Puyi-Briggs and Straton Engine Corporation in China. The systematic processes, contingency frameworks, best practices guidelines and situation analysis checklists given in this book make it an indispensable guide for managers and senior managers no matter what the size of their enterprise, especially those involved in international marketing, planning and management. It is also relevant to consultants and MBA and post-graduate students interested in the development, management and other strategic issues involved in multinational strategic alliances. Previous volumes in the Wiley Series in Practical Strategy are: Segev: Business Unit Strategy 0-471-97164-2Hedberg et al: Virtual Organizations and Beyond 0-471-97493-5 McNamee: Strategic Market Planning 0-471-97932-5 Hussey and Jenster: Competitor Intelligence 0-471-98407-8 The aim of this series is to provide managers with books on strategy, strategic management and strategic change, which are helpful, practical, and provide guidance for the application of sound concepts in real situations.