Summary
Contents
Subject index
This book takes students and practitioners through the process of making strategy in easy-to-follow steps, showing the reader how to identify the true goals of the organization and develop a clear action plan for achieving them. These techniques can be used to develop a business model and manage key strategic issues for teams, units and departments, as well as for a complete organization. The Second Edition includes more real-life examples, added resource appendices, and deeper guidance in identifying and developing the distinctive competencies unique to individual organizations.
This text has a companion website with instructor resources including teaching notes and lecture slides.
The Political Feasibility of Strategy
The Political Feasibility of Strategy
‘In the face of an obstacle which is impossible to overcome, stubbornness is stupid’ (Simone de Beauvoir)
‘There is nothing more difficult than to achieve a new order of things, with no support from those who will not benefit from the new order, and only lukewarm support from those who will’ (Machiavelli, The Prince, 1514)
This chapter is a crucial part of the book. It discusses the single, most important, consideration in managing strategic change in organizations – that of political feasibility, achieved through (i) determining the extent of the political feasibility for change, and (ii) making the likelihood of change more politically feasible. By this we mean firstly becoming aware (explicitly enquiring) of the level of political ...
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