Michel Syrett has combined a career as a journalist and writer on business and management in publications such as the Times, Management Today, Director and Asian Business with academic research into business leadership and innovation, change management and strategic HR management for business schools such as Cranfield, Roffey Park and the Institute of Management at the University of Hong Kong. He is the author or co-author of 20 books and reports, including three published by The Economist, the most recent of which was Successful Strategy Execution.
Marion Devine is a writer and editor who has authored or co-authored 16 business books and reports, including Successful Mergers in The Economist series. She has undertaken research into areas such as mergers, management buy-outs, strategic alliances and leadership development for institutions including Ashridge, Roffey Park, the Economist Intelligence Unit and the University of Sussex. Most recently, she has written or researched reports on talent management for Ashridge Business School and the Chartered Management Institute.
Preface xiii
1 Introduction: managing in an uncertain world 1
The uncertain world order 2
Speed and multiplication 4
Convergence and interconnectivity 5
Looking ahead 7
New patterns of uncertainty 11
The essence of this book 13
2 Strategic anticipation 16
Flexible planning 21
Integrating strategy determination and execution 34
Case examples: Capital One Bank, GlaxoSmithKline, Procter & Gamble, RBS, Singapore government, Tata Group
3 Navigational leadership 41
Inspiring confidence 46
Ensuring transparency, accountability and good governance 50
Ensuring speedy and informed decision-making 56
Involving and engaging staff 62
Conclusion 66
Case examples: Balfour Beatty, Capital One Bank, Cochrane Collaboration, Ford Motor Company, Honda Europe, HSBC Rail (UK), Marsh, Nokia, Random House, RBS, Simmons & Simmons, States of Jersey, SunGard India, Wipro Infocrossing
4 Agility 68
New rules 69
Competing through agility 71
Financial agility 74
Operational agility 81
Portfolio agility 86
Organisational agility 89
Conclusion 95
Case examples: Balfour Beatty, Cisco Systems, GlaxoSmithKline, Netflix Random House, RBS, Simmons & Simmons
5 Resilience 96
Developing more resilient managers and businesses 100
Developing resilience in managers 104
Developing a more resilient organisation 113
Provide stability through a sense of shared identity 118
Conclusion 119
Case examples: Ceridian, Ford Motor Company, GlaxoSmithKline, Honda Europe, Lloyds TSB, Random House, Royal Dutch Shell, Simmons & Simmons, States of Jersey
6 Open collaboration 121
Internal collaboration 126
Business-to-business collaboration 131
Collaboration with customers 139
Cross-industry or system-wide collaboration 143
Open collaboration: an emergent capability 145
GlaxoSmithKline’s strategy of “externalisation” 147
Case examples: Best Buy, Burberry, Diageo, GlaxoSmithKline, Ford, W.L. Gore, HCL Technologies, Marsh, Random House, Wipro Infocrossing
7 Predictive learning 151
Analytics 153
Data mining and categorisation 157
Double-loop learning 160
Abduction 162
Adopting an integrated approach: Cisco Systems and IBM 166
Case examples: Ceridian, Cisco Systems, Deutsche Bank, IBM, Walmart 8 Conclusion: creating an integrated approach 170
Reconfiguring businesses to manage uncertainty 172
Developing a capabilities framework 175
Plotting a pathway 177
Conclusion 183
Appendix 184
Notes 198
Index 202
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.