Dynamic Strategy-Making ─ A Real-Time Approach for the 21st Century Leader

Praise for Dynamic Strategy-Making
"An astonishingly timely, hopeful, and important book that recasts and freshly imagines strategy-making and integrates theory with practice in the field of strategic management. A must-read for all those who want to learn more about the future of strategy practice and become more skillful at it." —Warren Bennis, Distinguished Professor of Business, University of Southern California; and coauthor, Transparency
"This is one of the most valuable resources ever created for strategists and leaders in organizations. It uniquely combines concepts of leadership and organization with strategy content and implementation in a pragmatic and integrated approach that makes tremendous sense for our times. With concrete cases, it provides a clear road map for those who want and need to do a better job of formulating and implementing strategy." —David A. Nadler, vice chairman, Marsh & McLennan Companies; senior partner, Oliver Wyman-Delta Organization and Leadership; and author, Building Better Boards and Competing By Design
"The authors correctly focus on the new dynamic of 24/7 competition and change and the need for organizations to be fast, fluid, and flexible. It is a must-read for managers of tomorrow and offers a number of practical insights and lessons on how to proceed with strategy execution that can be readily adopted in any organization. It is a call to action that few can afford to ignore." —Manjit Singh, chairman, Sony Entertainment Television, India; and former CEO, Compete Inc., High Circle, Future Step, and Korn/Ferry International

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.

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.