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This book describes Malik's strategic solutions for the Revolutions of the New World, which are already underway. They are part of the Great Transformation 21 which the author will address in the book. In the six parts of this book, he will first look at the dynamics of the Great Transformation 21, its inherent risks of crisis and its opportunities, as well as the labor pains that the New World is suffering. After that, he will deal with the amazingly effective cybernetic systems for strategic navigation and the strategy maps required for that, as well as the empirical quantification of…mehr
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This book describes Malik's strategic solutions for the Revolutions of the New World, which are already underway. They are part of the Great Transformation 21 which the author will address in the book. In the six parts of this book, he will first look at the dynamics of the Great Transformation 21, its inherent risks of crisis and its opportunities, as well as the labor pains that the New World is suffering. After that, he will deal with the amazingly effective cybernetic systems for strategic navigation and the strategy maps required for that, as well as the empirical quantification of businesses, both existing and yet unknown, which will help break the new territory of innovation. Finally, Malik will reveal the patterns that the tidal currents of great transformations invariably follow, as well as the economic dynamics resulting from them and the strategies required to deal with them. In the last part of the book he will describe the revolutionary new methods that enable us to master groundbreaking strategic change with great precision and unprecedented time compression - at the "speed of light", so to speak. This way, even enormous corporate growth and size can be managed and turned into true strengths, with perfect ease and using innovative approaches where conventional approaches have proven useless.
Produktdetails
- Produktdetails
- Verlag: Campus Verlag
- Seitenzahl: 401
- Erscheinungstermin: 7. Juli 2016
- Englisch
- ISBN-13: 9783593435350
- Artikelnr.: 44859604
- Verlag: Campus Verlag
- Seitenzahl: 401
- Erscheinungstermin: 7. Juli 2016
- Englisch
- ISBN-13: 9783593435350
- Artikelnr.: 44859604
Prof. Dr. Fredmund Malik is habilitated Professor of Corporate Governance and an internationally renowned management expert. He is founder and chairman of Malik Management, the world's leading knowledge organization for integrated management systems based on the science of cybernetics. Based in St. Gallen, Malik Management has around 300 employees, offices in six countries, and a network of partner organizations in the fields of cybernetics and bionics. It is the biggest provider of reliably functioning solutions to interconnected problems of organizational complexity and control. Malik Management helps thousands of managers to integrate and improve their knowledge of general management systems via training and intervention. Malik is the author of more than ten award-winning bestsellers including the classic Managing, Performing, Living. He pens regular columns in opinion-forming media. He is among the most cited and profiled management thinkers of our time. His numerous awards include the Cross of Honor for Science and Art of the Republic of Austria (2009) and the Heinz von Foerster Award for Organizational Cybernetics of the German Association for Cybernetics (2010).
Contents Preface 19 Strategic Solutions for REvolutions 19 The New Challenges 19 The Right Knowledge 21 The Right Strategy for the Great Transformation21 23 The Revolution in the Great Transformation21 24 Innovative, Intelligent and Right Solutions 25 Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26 Key Propositions 28 A Word On the Terms Used 30 Part I: Strategy for the Great Transformation21 1.What Strategy Looks Like When the Future is Unknown 37 2.The Great Transformation21 41 The Old World Ends as a New World Is Born 43 Megachange in Megasystems 44 The Current Crisis as the New World's Birth Pangs 45 It Takes More than Economics to Understand the Global Economic Crisis 46 Anglo-Saxon Corporate Governance-A Machine of Destruction 47 Complexity and Management Crisis: The Absence of Neuronal Systems 50 Third Act of the Crisis: Deflation 51 The New Way of Functioning: Mastering Complexity 53 3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55 Strategic Delusion by Operational Data 55 Operational and Strategic Management 60 Strategic Thinking Traps 66 Part II: Strategy as Master Control in the Wholistic Management Systems 1.Making Companies Function Well 77 Enhancing Management Impact Through Management Support Systems 77 Right and Good Management-Universally Valid 78 Management, Financial Markets, and Alpinism 81 A Practical Hint for Readers in the Know 82 What are Master Controls? 83 The Basic Management Model and Its Basic Concepts 84 Management of Institutions: The General Management Model 85 Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88 The Integrated Management System-IMS 89 Integrated Strategy as a Top Cross-Divisional Function 92 2.Providing Direction Through Corporate Policy and Business Mission 95 The Right Purpose 95 The Right Mission 100 The Right Performance 106 Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance 1.Revolutionizing Strategic Navigation 113 The Malik-Gälweiler Navigation System 114 The Right Strategy for a Future Unknown 117 Putting an End to Arbitrariness in Strategy Design 117 Looking Further Into the Future-Without Forecasts 119 Time Constants and System Dead Time 119 Limitations of the Market Economy: Why Economists Do Not See Far Enough 120 What Must Be Monitored: Variables for Control and Orientation 121 Reliable Function With Cybernetic Control Systems 122 2.Reliable Control Through Cybernetic Navigation 124 First System Level: Liquidity 124 Second System Level: Profit 129 Third System Level: Current Profit Potential (CPP) 131 Fourth System Level: Future Profit Potentials (FPPs) 136 3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143 The Solution-Invariant Customer Problem 147 Solution Technologies 154 Socioeconomic Trends 157 Market Position 159 Investments and Cost Reduction Potentials 166 Research and Development Objectives 168 Finance and Balance Sheet Variables 170 Part IV: Following the Change: Success Factors for Your Current Business 1.No More Blind Flying: PIMS-The High Art of Strategy Development 175 Strategic Leadership 176 The PIMS Revolution 178 Strategy at the Strategic Business Unit Level 179 Discovery of the "Laws of the Market Place" 179 A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181 New Benchmarking Based on the Biological Pattern 182 The PIMS Database Suites 183 Universally Valid Factors Determine Seventy-five Percent of Profits 185 Answering Key Questions of Strategy 187 Eight Key Factors for Success 188 2.
Contents
Preface 19
Strategic Solutions for REvolutions 19
The New Challenges 19
The Right Knowledge 21
The Right Strategy for the Great Transformation21 23
The Revolution in the Great Transformation21 24
Innovative, Intelligent and Right Solutions 25
Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26
Key Propositions 28
A Word On the Terms Used 30
Part I: Strategy for the Great Transformation21
1.What Strategy Looks Like When the Future is Unknown 37
2.The Great Transformation21 41
The Old World Ends as a New World Is Born 43
Megachange in Megasystems 44
The Current Crisis as the New World's Birth Pangs 45
It Takes More than Economics to Understand the Global Economic Crisis 46
Anglo-Saxon Corporate Governance-A Machine of Destruction 47
Complexity and Management Crisis: The Absence of Neuronal Systems 50
Third Act of the Crisis: Deflation 51
The New Way of Functioning: Mastering Complexity 53
3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55
Strategic Delusion by Operational Data 55
Operational and Strategic Management 60
Strategic Thinking Traps 66
Part II: Strategy as Master Control in the Wholistic Management Systems
1.Making Companies Function Well 77
Enhancing Management Impact Through Management Support Systems 77
Right and Good Management-Universally Valid 78
Management, Financial Markets, and Alpinism 81
A Practical Hint for Readers in the Know 82
What are Master Controls? 83
The Basic Management Model and Its Basic Concepts 84
Management of Institutions: The General Management Model 85
Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88
The Integrated Management System-IMS 89
Integrated Strategy as a Top Cross-Divisional Function 92
2.Providing Direction ThroughCorporate Policy and Business Mission 95
The Right Purpose 95
The Right Mission 100
The Right Performance 106
Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance
1.Revolutionizing Strategic Navigation 113
The Malik-Gälweiler Navigation System 114
The Right Strategy for a Future Unknown 117
Putting an End to Arbitrariness in Strategy Design 117
Looking Further Into the Future-Without Forecasts 119
Time Constants and System Dead Time 119
Limitations of the Market Economy:Why Economists Do Not See Far Enough 120
What Must Be Monitored: Variables for Control and Orientation 121
Reliable Function With Cybernetic Control Systems 122
2.Reliable Control Through Cybernetic Navigation 124
First System Level: Liquidity 124
Second System Level: Profit 129
Third System Level: Current Profit Potential (CPP) 131
Fourth System Level: Future Profit Potentials (FPPs) 136
3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143
The Solution-Invariant Customer Problem 147
Solution Technologies 154
Socioeconomic Trends 157
Market Position 159
Investments and Cost Reduction Potentials 166
Research and Development Objectives 168
Finance and Balance Sheet Variables 170
Part IV: Following the Change: Success Factors for Your Current Business
1.No More Blind Flying: PIMS-The High Art of Strategy Development 175
Strategic Leadership 176
The PIMS Revolution 178
Strategy at the Strategic Business Unit Level 179
Discovery of the "Laws of the Market Place" 179
A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181
New Benchmarking Based on the Biological Pattern 182
The PIMS Database Suites 183
Universally Valid Factors Determine Seventy-five Percent of Profits 185
Answering Key Questions of Strategy 187
Eight Key Factors for Success 188
2.Strategic Core Knowledge: A Cornucopia of Insights 189
Market Position 189
Stability of Results Over Time 190
A Seeming Anomaly Triggers Discovery of a New Factor 191
Is Innovating a Good Thing? 192
Where Many Businesses Lose Earning Power Without Even Noticing 193
How Important Is Market Growth? 194
Systemic Interconnectedness of PIMS factors 195
PIMS and the Six Central Performance Controls (CPC) 198
The Cybernetics of PIMS Strategy Development 198
Overview: Benefits of PIMS Findings for Top Management 199
Criticism of the PIMS Program 200
What Remains Valid in Business When Everything Changes 201
3.Breaking Strategic Barriers: Three Pioneering Models From PIMS 203
Knowing the Potential of a Business: The PIMS Par Model 203
Learning From Winners: The PIMS Look-Alike Model 206
The Customer Value Map: Using Customer Value and Competitiveness as Reliable Guiding Stars 211
Part V: Ahead of Change: Success Factors for Your New Business
1.Constants in the Currents of Change 223
The Magic of Patterns that Connect 225
We, too, Will Be Replaced: Creative Destruction 226
Symphony of S-Curves: Seeing the Future Clearly 228
Simple Growth Processes 229
From Growth to Substitution 233
When Several Systems Compete for Existence 234
Discovering the Secret Driver of Epochal Change 236
Centennial Cycles: Invention-Innovation-Substitution-Exploitation 238
Was Kondratieff Right?The Rhythm of Long Economic Cycles 241
Self-Destructing and Self-Creating Systems 243
2.Innovating for the Great Transformation21: How to Preprogram Success 246
From the Art to the Craft of Innovation 247
Misconceptions About Innovation 249
3.Mastering Even the Unknown: The PIMS Start-up Strategy 255
Start-ups as a Synthesis of Several Arts: The Secrets of Innovation Success 256
The Right Environment for Start-up Businesses 265
Choosing the Right Strategy in the Right Environment: Knowing, Not Guessing 267
4.Implementing Start-up Strategies: Basic Rules for Effective Innovation 274
1. Go for the Top: Market Leadership and Distinct Changes 275
2. Make Room for New Things 275
3. Separate the Old From the New 276
4. Look for Opportunities in Problems 278
5. Ask Controllers for a Second "First Page" 279
6. Write Down Your Expectations 279
7. Determine Cut-off Points 280
8. Make Sure You Have the Best People 280
9. Run Tests 281
10. Strictly Focus on a Few Things 281
Part VI: Revolutionizing Management Methods: Strategic Approaches Without Time or Space Limits
1.Direttissima: Taking the Most Direct Path to the Right Strategy 285
2.Revolutionizing Change With the Syntegration Method 293
Epoch of New Leadership: Quantum Leap in the Social Technology of Functioning 293
Change and Innovation-Swift and Effective 294
What is the Syntegration Method and What Does it Accomplish? 295
3.The Cyber-Tools 310
SensiMod: The Sensitivity Model As the Organization's GPS 311
EKS: Dynamic Specialization 318
Management System Audit (MSA):New Ways of Functioning and Implementing 325
Operations Room: Implementation With Real-Time Control 330
4.How Even Giants Learn to Dance: HyperSyntegration 337
Appendix
Concept and Logic of the Series "Management: Mastering Complexity" 347
The Malik Management Systems And Their Users 354
What Readers Need to Know in Order to Understand this Book Series 364
Glossary 373
Termin protected by trademark and copyright 385
About the Author 386
Selected affiliations 388
Selected awards 389
Bibliography 390
Index 393
Contents
Preface 19
Strategic Solutions for REvolutions 19
The New Challenges 19
The Right Knowledge 21
The Right Strategy for the Great Transformation21 23
The Revolution in the Great Transformation21 24
Innovative, Intelligent and Right Solutions 25
Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26
Key Propositions 28
A Word On the Terms Used 30
Part I: Strategy for the Great Transformation21
1.What Strategy Looks Like When the Future is Unknown 37
2.The Great Transformation21 41
The Old World Ends as a New World Is Born 43
Megachange in Megasystems 44
The Current Crisis as the New World's Birth Pangs 45
It Takes More than Economics to Understand the Global Economic Crisis 46
Anglo-Saxon Corporate Governance-A Machine of Destruction 47
Complexity and Management Crisis: The Absence of Neuronal Systems 50
Third Act of the Crisis: Deflation 51
The New Way of Functioning: Mastering Complexity 53
3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55
Strategic Delusion by Operational Data 55
Operational and Strategic Management 60
Strategic Thinking Traps 66
Part II: Strategy as Master Control in the Wholistic Management Systems
1.Making Companies Function Well 77
Enhancing Management Impact Through Management Support Systems 77
Right and Good Management-Universally Valid 78
Management, Financial Markets, and Alpinism 81
A Practical Hint for Readers in the Know 82
What are Master Controls? 83
The Basic Management Model and Its Basic Concepts 84
Management of Institutions: The General Management Model 85
Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88
The Integrated Management System-IMS 89
Integrated Strategy as a Top Cross-Divisional Function 92
2.Providing Direction Through
Corporate Policy and Business Mission 95
The Right Purpose 95
The Right Mission 100
The Right Performance 106
Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance
1.Revolutionizing Strategic Navigation 113
The Malik-Gälweiler Navigation System 114
The Right Strategy for a Future Unknown 117
Putting an End to Arbitrariness in Strategy Design 117
Looking Further Into the Future-Without Forecasts 119
Time Constants and System Dead Time 119
Limitations of the Market Economy:
Why Economists Do Not See Far Enough 120
What Must Be Monitored: Variables for Control and Orientation 121
Reliable Function With Cybernetic Control Systems 122
2.Reliable Control Through Cybernetic Navigation 124
First System Level: Liquidity 124
Second System Level: Profit 129
Third System Level: Current Profit Potential (CPP) 131
Fourth System Level: Future Profit Potentials (FPPs) 136
3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143
The Solution-Invariant Customer Problem 147
Solution Technologies 154
Socioeconomic Trends 157
Market Position 159
Investments and Cost Reduction Potentials 166
Research and Development Objectives 168
Finance and Balance Sheet Variables 170
Part IV: Following the Change: Success Factors for Your Current Business
1.No More Blind Flying: PIMS-The High Art of Strategy Development 175
Strategic Leadership 176
The PIMS Revolution 178
Strategy at the Strategic Business Unit Level 179
Discovery of the "Laws of the Market Place" 179
A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181
New Benchmarking Based on the Biological Pattern 182
The PIMS Database Suites 183
Universally Valid Factors Determine Seventy-five Percent of Profits 185
Answering Key Questions of Strategy 187
Eight Key Factors for Success 188
2.Strategic Core Knowledge: A Cornucopia of Insights 189
Market Position 189
Stability of Results Over Time 190
A Seeming Anomaly Tri
Preface 19
Strategic Solutions for REvolutions 19
The New Challenges 19
The Right Knowledge 21
The Right Strategy for the Great Transformation21 23
The Revolution in the Great Transformation21 24
Innovative, Intelligent and Right Solutions 25
Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26
Key Propositions 28
A Word On the Terms Used 30
Part I: Strategy for the Great Transformation21
1.What Strategy Looks Like When the Future is Unknown 37
2.The Great Transformation21 41
The Old World Ends as a New World Is Born 43
Megachange in Megasystems 44
The Current Crisis as the New World's Birth Pangs 45
It Takes More than Economics to Understand the Global Economic Crisis 46
Anglo-Saxon Corporate Governance-A Machine of Destruction 47
Complexity and Management Crisis: The Absence of Neuronal Systems 50
Third Act of the Crisis: Deflation 51
The New Way of Functioning: Mastering Complexity 53
3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55
Strategic Delusion by Operational Data 55
Operational and Strategic Management 60
Strategic Thinking Traps 66
Part II: Strategy as Master Control in the Wholistic Management Systems
1.Making Companies Function Well 77
Enhancing Management Impact Through Management Support Systems 77
Right and Good Management-Universally Valid 78
Management, Financial Markets, and Alpinism 81
A Practical Hint for Readers in the Know 82
What are Master Controls? 83
The Basic Management Model and Its Basic Concepts 84
Management of Institutions: The General Management Model 85
Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88
The Integrated Management System-IMS 89
Integrated Strategy as a Top Cross-Divisional Function 92
2.Providing Direction ThroughCorporate Policy and Business Mission 95
The Right Purpose 95
The Right Mission 100
The Right Performance 106
Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance
1.Revolutionizing Strategic Navigation 113
The Malik-Gälweiler Navigation System 114
The Right Strategy for a Future Unknown 117
Putting an End to Arbitrariness in Strategy Design 117
Looking Further Into the Future-Without Forecasts 119
Time Constants and System Dead Time 119
Limitations of the Market Economy:Why Economists Do Not See Far Enough 120
What Must Be Monitored: Variables for Control and Orientation 121
Reliable Function With Cybernetic Control Systems 122
2.Reliable Control Through Cybernetic Navigation 124
First System Level: Liquidity 124
Second System Level: Profit 129
Third System Level: Current Profit Potential (CPP) 131
Fourth System Level: Future Profit Potentials (FPPs) 136
3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143
The Solution-Invariant Customer Problem 147
Solution Technologies 154
Socioeconomic Trends 157
Market Position 159
Investments and Cost Reduction Potentials 166
Research and Development Objectives 168
Finance and Balance Sheet Variables 170
Part IV: Following the Change: Success Factors for Your Current Business
1.No More Blind Flying: PIMS-The High Art of Strategy Development 175
Strategic Leadership 176
The PIMS Revolution 178
Strategy at the Strategic Business Unit Level 179
Discovery of the "Laws of the Market Place" 179
A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181
New Benchmarking Based on the Biological Pattern 182
The PIMS Database Suites 183
Universally Valid Factors Determine Seventy-five Percent of Profits 185
Answering Key Questions of Strategy 187
Eight Key Factors for Success 188
2.Strategic Core Knowledge: A Cornucopia of Insights 189
Market Position 189
Stability of Results Over Time 190
A Seeming Anomaly Triggers Discovery of a New Factor 191
Is Innovating a Good Thing? 192
Where Many Businesses Lose Earning Power Without Even Noticing 193
How Important Is Market Growth? 194
Systemic Interconnectedness of PIMS factors 195
PIMS and the Six Central Performance Controls (CPC) 198
The Cybernetics of PIMS Strategy Development 198
Overview: Benefits of PIMS Findings for Top Management 199
Criticism of the PIMS Program 200
What Remains Valid in Business When Everything Changes 201
3.Breaking Strategic Barriers: Three Pioneering Models From PIMS 203
Knowing the Potential of a Business: The PIMS Par Model 203
Learning From Winners: The PIMS Look-Alike Model 206
The Customer Value Map: Using Customer Value and Competitiveness as Reliable Guiding Stars 211
Part V: Ahead of Change: Success Factors for Your New Business
1.Constants in the Currents of Change 223
The Magic of Patterns that Connect 225
We, too, Will Be Replaced: Creative Destruction 226
Symphony of S-Curves: Seeing the Future Clearly 228
Simple Growth Processes 229
From Growth to Substitution 233
When Several Systems Compete for Existence 234
Discovering the Secret Driver of Epochal Change 236
Centennial Cycles: Invention-Innovation-Substitution-Exploitation 238
Was Kondratieff Right?The Rhythm of Long Economic Cycles 241
Self-Destructing and Self-Creating Systems 243
2.Innovating for the Great Transformation21: How to Preprogram Success 246
From the Art to the Craft of Innovation 247
Misconceptions About Innovation 249
3.Mastering Even the Unknown: The PIMS Start-up Strategy 255
Start-ups as a Synthesis of Several Arts: The Secrets of Innovation Success 256
The Right Environment for Start-up Businesses 265
Choosing the Right Strategy in the Right Environment: Knowing, Not Guessing 267
4.Implementing Start-up Strategies: Basic Rules for Effective Innovation 274
1. Go for the Top: Market Leadership and Distinct Changes 275
2. Make Room for New Things 275
3. Separate the Old From the New 276
4. Look for Opportunities in Problems 278
5. Ask Controllers for a Second "First Page" 279
6. Write Down Your Expectations 279
7. Determine Cut-off Points 280
8. Make Sure You Have the Best People 280
9. Run Tests 281
10. Strictly Focus on a Few Things 281
Part VI: Revolutionizing Management Methods: Strategic Approaches Without Time or Space Limits
1.Direttissima: Taking the Most Direct Path to the Right Strategy 285
2.Revolutionizing Change With the Syntegration Method 293
Epoch of New Leadership: Quantum Leap in the Social Technology of Functioning 293
Change and Innovation-Swift and Effective 294
What is the Syntegration Method and What Does it Accomplish? 295
3.The Cyber-Tools 310
SensiMod: The Sensitivity Model As the Organization's GPS 311
EKS: Dynamic Specialization 318
Management System Audit (MSA):New Ways of Functioning and Implementing 325
Operations Room: Implementation With Real-Time Control 330
4.How Even Giants Learn to Dance: HyperSyntegration 337
Appendix
Concept and Logic of the Series "Management: Mastering Complexity" 347
The Malik Management Systems And Their Users 354
What Readers Need to Know in Order to Understand this Book Series 364
Glossary 373
Termin protected by trademark and copyright 385
About the Author 386
Selected affiliations 388
Selected awards 389
Bibliography 390
Index 393
Contents
Preface 19
Strategic Solutions for REvolutions 19
The New Challenges 19
The Right Knowledge 21
The Right Strategy for the Great Transformation21 23
The Revolution in the Great Transformation21 24
Innovative, Intelligent and Right Solutions 25
Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26
Key Propositions 28
A Word On the Terms Used 30
Part I: Strategy for the Great Transformation21
1.What Strategy Looks Like When the Future is Unknown 37
2.The Great Transformation21 41
The Old World Ends as a New World Is Born 43
Megachange in Megasystems 44
The Current Crisis as the New World's Birth Pangs 45
It Takes More than Economics to Understand the Global Economic Crisis 46
Anglo-Saxon Corporate Governance-A Machine of Destruction 47
Complexity and Management Crisis: The Absence of Neuronal Systems 50
Third Act of the Crisis: Deflation 51
The New Way of Functioning: Mastering Complexity 53
3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55
Strategic Delusion by Operational Data 55
Operational and Strategic Management 60
Strategic Thinking Traps 66
Part II: Strategy as Master Control in the Wholistic Management Systems
1.Making Companies Function Well 77
Enhancing Management Impact Through Management Support Systems 77
Right and Good Management-Universally Valid 78
Management, Financial Markets, and Alpinism 81
A Practical Hint for Readers in the Know 82
What are Master Controls? 83
The Basic Management Model and Its Basic Concepts 84
Management of Institutions: The General Management Model 85
Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88
The Integrated Management System-IMS 89
Integrated Strategy as a Top Cross-Divisional Function 92
2.Providing Direction Through
Corporate Policy and Business Mission 95
The Right Purpose 95
The Right Mission 100
The Right Performance 106
Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance
1.Revolutionizing Strategic Navigation 113
The Malik-Gälweiler Navigation System 114
The Right Strategy for a Future Unknown 117
Putting an End to Arbitrariness in Strategy Design 117
Looking Further Into the Future-Without Forecasts 119
Time Constants and System Dead Time 119
Limitations of the Market Economy:
Why Economists Do Not See Far Enough 120
What Must Be Monitored: Variables for Control and Orientation 121
Reliable Function With Cybernetic Control Systems 122
2.Reliable Control Through Cybernetic Navigation 124
First System Level: Liquidity 124
Second System Level: Profit 129
Third System Level: Current Profit Potential (CPP) 131
Fourth System Level: Future Profit Potentials (FPPs) 136
3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143
The Solution-Invariant Customer Problem 147
Solution Technologies 154
Socioeconomic Trends 157
Market Position 159
Investments and Cost Reduction Potentials 166
Research and Development Objectives 168
Finance and Balance Sheet Variables 170
Part IV: Following the Change: Success Factors for Your Current Business
1.No More Blind Flying: PIMS-The High Art of Strategy Development 175
Strategic Leadership 176
The PIMS Revolution 178
Strategy at the Strategic Business Unit Level 179
Discovery of the "Laws of the Market Place" 179
A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181
New Benchmarking Based on the Biological Pattern 182
The PIMS Database Suites 183
Universally Valid Factors Determine Seventy-five Percent of Profits 185
Answering Key Questions of Strategy 187
Eight Key Factors for Success 188
2.Strategic Core Knowledge: A Cornucopia of Insights 189
Market Position 189
Stability of Results Over Time 190
A Seeming Anomaly Tri
Contents Preface 19 Strategic Solutions for REvolutions 19 The New Challenges 19 The Right Knowledge 21 The Right Strategy for the Great Transformation21 23 The Revolution in the Great Transformation21 24 Innovative, Intelligent and Right Solutions 25 Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26 Key Propositions 28 A Word On the Terms Used 30 Part I: Strategy for the Great Transformation21 1.What Strategy Looks Like When the Future is Unknown 37 2.The Great Transformation21 41 The Old World Ends as a New World Is Born 43 Megachange in Megasystems 44 The Current Crisis as the New World's Birth Pangs 45 It Takes More than Economics to Understand the Global Economic Crisis 46 Anglo-Saxon Corporate Governance-A Machine of Destruction 47 Complexity and Management Crisis: The Absence of Neuronal Systems 50 Third Act of the Crisis: Deflation 51 The New Way of Functioning: Mastering Complexity 53 3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55 Strategic Delusion by Operational Data 55 Operational and Strategic Management 60 Strategic Thinking Traps 66 Part II: Strategy as Master Control in the Wholistic Management Systems 1.Making Companies Function Well 77 Enhancing Management Impact Through Management Support Systems 77 Right and Good Management-Universally Valid 78 Management, Financial Markets, and Alpinism 81 A Practical Hint for Readers in the Know 82 What are Master Controls? 83 The Basic Management Model and Its Basic Concepts 84 Management of Institutions: The General Management Model 85 Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88 The Integrated Management System-IMS 89 Integrated Strategy as a Top Cross-Divisional Function 92 2.Providing Direction Through Corporate Policy and Business Mission 95 The Right Purpose 95 The Right Mission 100 The Right Performance 106 Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance 1.Revolutionizing Strategic Navigation 113 The Malik-Gälweiler Navigation System 114 The Right Strategy for a Future Unknown 117 Putting an End to Arbitrariness in Strategy Design 117 Looking Further Into the Future-Without Forecasts 119 Time Constants and System Dead Time 119 Limitations of the Market Economy: Why Economists Do Not See Far Enough 120 What Must Be Monitored: Variables for Control and Orientation 121 Reliable Function With Cybernetic Control Systems 122 2.Reliable Control Through Cybernetic Navigation 124 First System Level: Liquidity 124 Second System Level: Profit 129 Third System Level: Current Profit Potential (CPP) 131 Fourth System Level: Future Profit Potentials (FPPs) 136 3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143 The Solution-Invariant Customer Problem 147 Solution Technologies 154 Socioeconomic Trends 157 Market Position 159 Investments and Cost Reduction Potentials 166 Research and Development Objectives 168 Finance and Balance Sheet Variables 170 Part IV: Following the Change: Success Factors for Your Current Business 1.No More Blind Flying: PIMS-The High Art of Strategy Development 175 Strategic Leadership 176 The PIMS Revolution 178 Strategy at the Strategic Business Unit Level 179 Discovery of the "Laws of the Market Place" 179 A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181 New Benchmarking Based on the Biological Pattern 182 The PIMS Database Suites 183 Universally Valid Factors Determine Seventy-five Percent of Profits 185 Answering Key Questions of Strategy 187 Eight Key Factors for Success 188 2.
Contents
Preface 19
Strategic Solutions for REvolutions 19
The New Challenges 19
The Right Knowledge 21
The Right Strategy for the Great Transformation21 23
The Revolution in the Great Transformation21 24
Innovative, Intelligent and Right Solutions 25
Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26
Key Propositions 28
A Word On the Terms Used 30
Part I: Strategy for the Great Transformation21
1.What Strategy Looks Like When the Future is Unknown 37
2.The Great Transformation21 41
The Old World Ends as a New World Is Born 43
Megachange in Megasystems 44
The Current Crisis as the New World's Birth Pangs 45
It Takes More than Economics to Understand the Global Economic Crisis 46
Anglo-Saxon Corporate Governance-A Machine of Destruction 47
Complexity and Management Crisis: The Absence of Neuronal Systems 50
Third Act of the Crisis: Deflation 51
The New Way of Functioning: Mastering Complexity 53
3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55
Strategic Delusion by Operational Data 55
Operational and Strategic Management 60
Strategic Thinking Traps 66
Part II: Strategy as Master Control in the Wholistic Management Systems
1.Making Companies Function Well 77
Enhancing Management Impact Through Management Support Systems 77
Right and Good Management-Universally Valid 78
Management, Financial Markets, and Alpinism 81
A Practical Hint for Readers in the Know 82
What are Master Controls? 83
The Basic Management Model and Its Basic Concepts 84
Management of Institutions: The General Management Model 85
Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88
The Integrated Management System-IMS 89
Integrated Strategy as a Top Cross-Divisional Function 92
2.Providing Direction ThroughCorporate Policy and Business Mission 95
The Right Purpose 95
The Right Mission 100
The Right Performance 106
Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance
1.Revolutionizing Strategic Navigation 113
The Malik-Gälweiler Navigation System 114
The Right Strategy for a Future Unknown 117
Putting an End to Arbitrariness in Strategy Design 117
Looking Further Into the Future-Without Forecasts 119
Time Constants and System Dead Time 119
Limitations of the Market Economy:Why Economists Do Not See Far Enough 120
What Must Be Monitored: Variables for Control and Orientation 121
Reliable Function With Cybernetic Control Systems 122
2.Reliable Control Through Cybernetic Navigation 124
First System Level: Liquidity 124
Second System Level: Profit 129
Third System Level: Current Profit Potential (CPP) 131
Fourth System Level: Future Profit Potentials (FPPs) 136
3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143
The Solution-Invariant Customer Problem 147
Solution Technologies 154
Socioeconomic Trends 157
Market Position 159
Investments and Cost Reduction Potentials 166
Research and Development Objectives 168
Finance and Balance Sheet Variables 170
Part IV: Following the Change: Success Factors for Your Current Business
1.No More Blind Flying: PIMS-The High Art of Strategy Development 175
Strategic Leadership 176
The PIMS Revolution 178
Strategy at the Strategic Business Unit Level 179
Discovery of the "Laws of the Market Place" 179
A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181
New Benchmarking Based on the Biological Pattern 182
The PIMS Database Suites 183
Universally Valid Factors Determine Seventy-five Percent of Profits 185
Answering Key Questions of Strategy 187
Eight Key Factors for Success 188
2.Strategic Core Knowledge: A Cornucopia of Insights 189
Market Position 189
Stability of Results Over Time 190
A Seeming Anomaly Triggers Discovery of a New Factor 191
Is Innovating a Good Thing? 192
Where Many Businesses Lose Earning Power Without Even Noticing 193
How Important Is Market Growth? 194
Systemic Interconnectedness of PIMS factors 195
PIMS and the Six Central Performance Controls (CPC) 198
The Cybernetics of PIMS Strategy Development 198
Overview: Benefits of PIMS Findings for Top Management 199
Criticism of the PIMS Program 200
What Remains Valid in Business When Everything Changes 201
3.Breaking Strategic Barriers: Three Pioneering Models From PIMS 203
Knowing the Potential of a Business: The PIMS Par Model 203
Learning From Winners: The PIMS Look-Alike Model 206
The Customer Value Map: Using Customer Value and Competitiveness as Reliable Guiding Stars 211
Part V: Ahead of Change: Success Factors for Your New Business
1.Constants in the Currents of Change 223
The Magic of Patterns that Connect 225
We, too, Will Be Replaced: Creative Destruction 226
Symphony of S-Curves: Seeing the Future Clearly 228
Simple Growth Processes 229
From Growth to Substitution 233
When Several Systems Compete for Existence 234
Discovering the Secret Driver of Epochal Change 236
Centennial Cycles: Invention-Innovation-Substitution-Exploitation 238
Was Kondratieff Right?The Rhythm of Long Economic Cycles 241
Self-Destructing and Self-Creating Systems 243
2.Innovating for the Great Transformation21: How to Preprogram Success 246
From the Art to the Craft of Innovation 247
Misconceptions About Innovation 249
3.Mastering Even the Unknown: The PIMS Start-up Strategy 255
Start-ups as a Synthesis of Several Arts: The Secrets of Innovation Success 256
The Right Environment for Start-up Businesses 265
Choosing the Right Strategy in the Right Environment: Knowing, Not Guessing 267
4.Implementing Start-up Strategies: Basic Rules for Effective Innovation 274
1. Go for the Top: Market Leadership and Distinct Changes 275
2. Make Room for New Things 275
3. Separate the Old From the New 276
4. Look for Opportunities in Problems 278
5. Ask Controllers for a Second "First Page" 279
6. Write Down Your Expectations 279
7. Determine Cut-off Points 280
8. Make Sure You Have the Best People 280
9. Run Tests 281
10. Strictly Focus on a Few Things 281
Part VI: Revolutionizing Management Methods: Strategic Approaches Without Time or Space Limits
1.Direttissima: Taking the Most Direct Path to the Right Strategy 285
2.Revolutionizing Change With the Syntegration Method 293
Epoch of New Leadership: Quantum Leap in the Social Technology of Functioning 293
Change and Innovation-Swift and Effective 294
What is the Syntegration Method and What Does it Accomplish? 295
3.The Cyber-Tools 310
SensiMod: The Sensitivity Model As the Organization's GPS 311
EKS: Dynamic Specialization 318
Management System Audit (MSA):New Ways of Functioning and Implementing 325
Operations Room: Implementation With Real-Time Control 330
4.How Even Giants Learn to Dance: HyperSyntegration 337
Appendix
Concept and Logic of the Series "Management: Mastering Complexity" 347
The Malik Management Systems And Their Users 354
What Readers Need to Know in Order to Understand this Book Series 364
Glossary 373
Termin protected by trademark and copyright 385
About the Author 386
Selected affiliations 388
Selected awards 389
Bibliography 390
Index 393
Contents
Preface 19
Strategic Solutions for REvolutions 19
The New Challenges 19
The Right Knowledge 21
The Right Strategy for the Great Transformation21 23
The Revolution in the Great Transformation21 24
Innovative, Intelligent and Right Solutions 25
Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26
Key Propositions 28
A Word On the Terms Used 30
Part I: Strategy for the Great Transformation21
1.What Strategy Looks Like When the Future is Unknown 37
2.The Great Transformation21 41
The Old World Ends as a New World Is Born 43
Megachange in Megasystems 44
The Current Crisis as the New World's Birth Pangs 45
It Takes More than Economics to Understand the Global Economic Crisis 46
Anglo-Saxon Corporate Governance-A Machine of Destruction 47
Complexity and Management Crisis: The Absence of Neuronal Systems 50
Third Act of the Crisis: Deflation 51
The New Way of Functioning: Mastering Complexity 53
3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55
Strategic Delusion by Operational Data 55
Operational and Strategic Management 60
Strategic Thinking Traps 66
Part II: Strategy as Master Control in the Wholistic Management Systems
1.Making Companies Function Well 77
Enhancing Management Impact Through Management Support Systems 77
Right and Good Management-Universally Valid 78
Management, Financial Markets, and Alpinism 81
A Practical Hint for Readers in the Know 82
What are Master Controls? 83
The Basic Management Model and Its Basic Concepts 84
Management of Institutions: The General Management Model 85
Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88
The Integrated Management System-IMS 89
Integrated Strategy as a Top Cross-Divisional Function 92
2.Providing Direction Through
Corporate Policy and Business Mission 95
The Right Purpose 95
The Right Mission 100
The Right Performance 106
Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance
1.Revolutionizing Strategic Navigation 113
The Malik-Gälweiler Navigation System 114
The Right Strategy for a Future Unknown 117
Putting an End to Arbitrariness in Strategy Design 117
Looking Further Into the Future-Without Forecasts 119
Time Constants and System Dead Time 119
Limitations of the Market Economy:
Why Economists Do Not See Far Enough 120
What Must Be Monitored: Variables for Control and Orientation 121
Reliable Function With Cybernetic Control Systems 122
2.Reliable Control Through Cybernetic Navigation 124
First System Level: Liquidity 124
Second System Level: Profit 129
Third System Level: Current Profit Potential (CPP) 131
Fourth System Level: Future Profit Potentials (FPPs) 136
3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143
The Solution-Invariant Customer Problem 147
Solution Technologies 154
Socioeconomic Trends 157
Market Position 159
Investments and Cost Reduction Potentials 166
Research and Development Objectives 168
Finance and Balance Sheet Variables 170
Part IV: Following the Change: Success Factors for Your Current Business
1.No More Blind Flying: PIMS-The High Art of Strategy Development 175
Strategic Leadership 176
The PIMS Revolution 178
Strategy at the Strategic Business Unit Level 179
Discovery of the "Laws of the Market Place" 179
A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181
New Benchmarking Based on the Biological Pattern 182
The PIMS Database Suites 183
Universally Valid Factors Determine Seventy-five Percent of Profits 185
Answering Key Questions of Strategy 187
Eight Key Factors for Success 188
2.Strategic Core Knowledge: A Cornucopia of Insights 189
Market Position 189
Stability of Results Over Time 190
A Seeming Anomaly Tri
Preface 19
Strategic Solutions for REvolutions 19
The New Challenges 19
The Right Knowledge 21
The Right Strategy for the Great Transformation21 23
The Revolution in the Great Transformation21 24
Innovative, Intelligent and Right Solutions 25
Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26
Key Propositions 28
A Word On the Terms Used 30
Part I: Strategy for the Great Transformation21
1.What Strategy Looks Like When the Future is Unknown 37
2.The Great Transformation21 41
The Old World Ends as a New World Is Born 43
Megachange in Megasystems 44
The Current Crisis as the New World's Birth Pangs 45
It Takes More than Economics to Understand the Global Economic Crisis 46
Anglo-Saxon Corporate Governance-A Machine of Destruction 47
Complexity and Management Crisis: The Absence of Neuronal Systems 50
Third Act of the Crisis: Deflation 51
The New Way of Functioning: Mastering Complexity 53
3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55
Strategic Delusion by Operational Data 55
Operational and Strategic Management 60
Strategic Thinking Traps 66
Part II: Strategy as Master Control in the Wholistic Management Systems
1.Making Companies Function Well 77
Enhancing Management Impact Through Management Support Systems 77
Right and Good Management-Universally Valid 78
Management, Financial Markets, and Alpinism 81
A Practical Hint for Readers in the Know 82
What are Master Controls? 83
The Basic Management Model and Its Basic Concepts 84
Management of Institutions: The General Management Model 85
Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88
The Integrated Management System-IMS 89
Integrated Strategy as a Top Cross-Divisional Function 92
2.Providing Direction ThroughCorporate Policy and Business Mission 95
The Right Purpose 95
The Right Mission 100
The Right Performance 106
Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance
1.Revolutionizing Strategic Navigation 113
The Malik-Gälweiler Navigation System 114
The Right Strategy for a Future Unknown 117
Putting an End to Arbitrariness in Strategy Design 117
Looking Further Into the Future-Without Forecasts 119
Time Constants and System Dead Time 119
Limitations of the Market Economy:Why Economists Do Not See Far Enough 120
What Must Be Monitored: Variables for Control and Orientation 121
Reliable Function With Cybernetic Control Systems 122
2.Reliable Control Through Cybernetic Navigation 124
First System Level: Liquidity 124
Second System Level: Profit 129
Third System Level: Current Profit Potential (CPP) 131
Fourth System Level: Future Profit Potentials (FPPs) 136
3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143
The Solution-Invariant Customer Problem 147
Solution Technologies 154
Socioeconomic Trends 157
Market Position 159
Investments and Cost Reduction Potentials 166
Research and Development Objectives 168
Finance and Balance Sheet Variables 170
Part IV: Following the Change: Success Factors for Your Current Business
1.No More Blind Flying: PIMS-The High Art of Strategy Development 175
Strategic Leadership 176
The PIMS Revolution 178
Strategy at the Strategic Business Unit Level 179
Discovery of the "Laws of the Market Place" 179
A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181
New Benchmarking Based on the Biological Pattern 182
The PIMS Database Suites 183
Universally Valid Factors Determine Seventy-five Percent of Profits 185
Answering Key Questions of Strategy 187
Eight Key Factors for Success 188
2.Strategic Core Knowledge: A Cornucopia of Insights 189
Market Position 189
Stability of Results Over Time 190
A Seeming Anomaly Triggers Discovery of a New Factor 191
Is Innovating a Good Thing? 192
Where Many Businesses Lose Earning Power Without Even Noticing 193
How Important Is Market Growth? 194
Systemic Interconnectedness of PIMS factors 195
PIMS and the Six Central Performance Controls (CPC) 198
The Cybernetics of PIMS Strategy Development 198
Overview: Benefits of PIMS Findings for Top Management 199
Criticism of the PIMS Program 200
What Remains Valid in Business When Everything Changes 201
3.Breaking Strategic Barriers: Three Pioneering Models From PIMS 203
Knowing the Potential of a Business: The PIMS Par Model 203
Learning From Winners: The PIMS Look-Alike Model 206
The Customer Value Map: Using Customer Value and Competitiveness as Reliable Guiding Stars 211
Part V: Ahead of Change: Success Factors for Your New Business
1.Constants in the Currents of Change 223
The Magic of Patterns that Connect 225
We, too, Will Be Replaced: Creative Destruction 226
Symphony of S-Curves: Seeing the Future Clearly 228
Simple Growth Processes 229
From Growth to Substitution 233
When Several Systems Compete for Existence 234
Discovering the Secret Driver of Epochal Change 236
Centennial Cycles: Invention-Innovation-Substitution-Exploitation 238
Was Kondratieff Right?The Rhythm of Long Economic Cycles 241
Self-Destructing and Self-Creating Systems 243
2.Innovating for the Great Transformation21: How to Preprogram Success 246
From the Art to the Craft of Innovation 247
Misconceptions About Innovation 249
3.Mastering Even the Unknown: The PIMS Start-up Strategy 255
Start-ups as a Synthesis of Several Arts: The Secrets of Innovation Success 256
The Right Environment for Start-up Businesses 265
Choosing the Right Strategy in the Right Environment: Knowing, Not Guessing 267
4.Implementing Start-up Strategies: Basic Rules for Effective Innovation 274
1. Go for the Top: Market Leadership and Distinct Changes 275
2. Make Room for New Things 275
3. Separate the Old From the New 276
4. Look for Opportunities in Problems 278
5. Ask Controllers for a Second "First Page" 279
6. Write Down Your Expectations 279
7. Determine Cut-off Points 280
8. Make Sure You Have the Best People 280
9. Run Tests 281
10. Strictly Focus on a Few Things 281
Part VI: Revolutionizing Management Methods: Strategic Approaches Without Time or Space Limits
1.Direttissima: Taking the Most Direct Path to the Right Strategy 285
2.Revolutionizing Change With the Syntegration Method 293
Epoch of New Leadership: Quantum Leap in the Social Technology of Functioning 293
Change and Innovation-Swift and Effective 294
What is the Syntegration Method and What Does it Accomplish? 295
3.The Cyber-Tools 310
SensiMod: The Sensitivity Model As the Organization's GPS 311
EKS: Dynamic Specialization 318
Management System Audit (MSA):New Ways of Functioning and Implementing 325
Operations Room: Implementation With Real-Time Control 330
4.How Even Giants Learn to Dance: HyperSyntegration 337
Appendix
Concept and Logic of the Series "Management: Mastering Complexity" 347
The Malik Management Systems And Their Users 354
What Readers Need to Know in Order to Understand this Book Series 364
Glossary 373
Termin protected by trademark and copyright 385
About the Author 386
Selected affiliations 388
Selected awards 389
Bibliography 390
Index 393
Contents
Preface 19
Strategic Solutions for REvolutions 19
The New Challenges 19
The Right Knowledge 21
The Right Strategy for the Great Transformation21 23
The Revolution in the Great Transformation21 24
Innovative, Intelligent and Right Solutions 25
Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26
Key Propositions 28
A Word On the Terms Used 30
Part I: Strategy for the Great Transformation21
1.What Strategy Looks Like When the Future is Unknown 37
2.The Great Transformation21 41
The Old World Ends as a New World Is Born 43
Megachange in Megasystems 44
The Current Crisis as the New World's Birth Pangs 45
It Takes More than Economics to Understand the Global Economic Crisis 46
Anglo-Saxon Corporate Governance-A Machine of Destruction 47
Complexity and Management Crisis: The Absence of Neuronal Systems 50
Third Act of the Crisis: Deflation 51
The New Way of Functioning: Mastering Complexity 53
3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55
Strategic Delusion by Operational Data 55
Operational and Strategic Management 60
Strategic Thinking Traps 66
Part II: Strategy as Master Control in the Wholistic Management Systems
1.Making Companies Function Well 77
Enhancing Management Impact Through Management Support Systems 77
Right and Good Management-Universally Valid 78
Management, Financial Markets, and Alpinism 81
A Practical Hint for Readers in the Know 82
What are Master Controls? 83
The Basic Management Model and Its Basic Concepts 84
Management of Institutions: The General Management Model 85
Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88
The Integrated Management System-IMS 89
Integrated Strategy as a Top Cross-Divisional Function 92
2.Providing Direction Through
Corporate Policy and Business Mission 95
The Right Purpose 95
The Right Mission 100
The Right Performance 106
Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance
1.Revolutionizing Strategic Navigation 113
The Malik-Gälweiler Navigation System 114
The Right Strategy for a Future Unknown 117
Putting an End to Arbitrariness in Strategy Design 117
Looking Further Into the Future-Without Forecasts 119
Time Constants and System Dead Time 119
Limitations of the Market Economy:
Why Economists Do Not See Far Enough 120
What Must Be Monitored: Variables for Control and Orientation 121
Reliable Function With Cybernetic Control Systems 122
2.Reliable Control Through Cybernetic Navigation 124
First System Level: Liquidity 124
Second System Level: Profit 129
Third System Level: Current Profit Potential (CPP) 131
Fourth System Level: Future Profit Potentials (FPPs) 136
3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143
The Solution-Invariant Customer Problem 147
Solution Technologies 154
Socioeconomic Trends 157
Market Position 159
Investments and Cost Reduction Potentials 166
Research and Development Objectives 168
Finance and Balance Sheet Variables 170
Part IV: Following the Change: Success Factors for Your Current Business
1.No More Blind Flying: PIMS-The High Art of Strategy Development 175
Strategic Leadership 176
The PIMS Revolution 178
Strategy at the Strategic Business Unit Level 179
Discovery of the "Laws of the Market Place" 179
A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181
New Benchmarking Based on the Biological Pattern 182
The PIMS Database Suites 183
Universally Valid Factors Determine Seventy-five Percent of Profits 185
Answering Key Questions of Strategy 187
Eight Key Factors for Success 188
2.Strategic Core Knowledge: A Cornucopia of Insights 189
Market Position 189
Stability of Results Over Time 190
A Seeming Anomaly Tri