The Strategist's Handbook is a collection of the best materials, insights, tools, and templates that comprise the core Strategy course taught in the undergraduate, MBA, Executive MBA, and Post-graduate Diploma programs at the Saà d Business School, University of Oxford.
The Strategist's Handbook is a collection of the best materials, insights, tools, and templates that comprise the core Strategy course taught in the undergraduate, MBA, Executive MBA, and Post-graduate Diploma programs at the Saà d Business School, University of Oxford.
Tim Galpin is Senior Lecturer and Director of the Postgraduate Diploma in Strategy and Innovation at Saïd Business School, University of Oxford. He has authored numerous articles for publications including Mergers & Acquisitions, Strategy & Leadership, Journal of Business Strategy, The Handbook of Business Strategy, World Journal of Entrepreneurship, and Corporate Governance. Tim is also a Contributing Editor of Strategy & Leadership and is a member of the Editorial Advisory Board for the Journal of Business Strategy. He has been featured on CNBC, Reuters Television, National Public Radio, and quoted in various publications throughout the world.
Inhaltsangabe
* Introduction: Strategy in Theory and Practice * SECTION I. STRATEGY FORMULATION * 1: Predicting the future * 2: Building strategically valuable resources * 3: Selecting high impact strategies * SECTION II. STRATEGY EXECUTION * 4: The best strategy is the one you can implement * 5: Managing strategic transformation * 6: Communicate even if there is nothing to tell * 7: Your best players will find a new team first - retain and re-engage them * 8: Your strategy needs a nudge - aligning organizational culture with strategy * SECTION III. BEYOND BUSINESS STRATEGY * 9: Nonmarket strategy * 10: How corporate parents add strategic value * 11: Pursuing alliances, joint ventures, mergers, and acquisitions * 12: Shareholder activism and restructuring * Appendix A. The Oxford Strategy Insights Project * Appendix B. Strategy Workbook * References * Index
* Introduction: Strategy in Theory and Practice * SECTION I. STRATEGY FORMULATION * 1: Predicting the future * 2: Building strategically valuable resources * 3: Selecting high impact strategies * SECTION II. STRATEGY EXECUTION * 4: The best strategy is the one you can implement * 5: Managing strategic transformation * 6: Communicate even if there is nothing to tell * 7: Your best players will find a new team first - retain and re-engage them * 8: Your strategy needs a nudge - aligning organizational culture with strategy * SECTION III. BEYOND BUSINESS STRATEGY * 9: Nonmarket strategy * 10: How corporate parents add strategic value * 11: Pursuing alliances, joint ventures, mergers, and acquisitions * 12: Shareholder activism and restructuring * Appendix A. The Oxford Strategy Insights Project * Appendix B. Strategy Workbook * References * Index
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