Strategic Management Dynamics

by Kim Warren (London Business School, UK)

• ISBN13: 9780470060674
• ISBN10: 0470060670
• Format: Paperback
• Copyright: 2008-02-01
• Publisher: WILEY

Summary

Strategic Management Dynamics is a development of Kim Warren\'s successful \'Competitive Strategy Dynamics\' - winner of the 2005 Jay Wright Forrester Award for contributions to System Dynamics. This new book is more than a \'second edition\', it is substantially extended to increase its usefulness to teachers and students of Strategy and other management topics. Strategic Management Dynamics provides a complete framework in the field of Strategic Management. It combines theory with clearly illustrated examples to examine the concept of financial performance and the tools that can be used to improve it. The book goes on to highlight the importance of other factors that affect performance including staff turnover, competition, and so on.

Author Biography

Kim Warren was formerly Adjunct Associate Professor of Strategy at London Business School, where he continues to teach on both MBA and executive programs. Previously Kim worked for many years in industry where, among many other roles, he was Strategy Director for a large consumer services company. He also works extensively with international firms in numerous sectors, applying the principles of Strategic Management Dynamics to make substantial improvements in their performance.

Table of Contents

Preface	p. xi
Acknowledgements	p. xv
How to Use This Book	p. xvii
Performance through time	p. 1
The performance imperative	p. 1
The management challenge: improving future performance	p. 7
Timescales	p. 17
Performance aims in different contexts	p. 19
Functional performance objectives	p. 25
Information needs	p. 35
Case example: performance of Ryanair, the low-fare airline	p. 36
Suggested questions and exercises	p. 39
Using worksheet 1	p. 39
Worksheet 1	p. 41
Notes	p. 42
Resources drive performance	p. 45
From performance to resources	p. 51
The resource-based view of strategy	p. 89
Identifying, specifying and measuring tangible resources	p. 96
Suggested questions and exercises	p. 112
Using worksheet 2	p. 113
Worksheet 2	p. 115
Notes	p. 117
Resource accumulation	p. 121
Winning and keeping resources: "bathtub behavior"	p. 124
Defining and measuring resources and their flows	p. 126
Resource flows change over time	p. 129
Practical examples of the importance of resource flows	p. 134
Resource building in Ryanair	p. 140
What drives resource flows?	p. 142
Changing state versus changing activity	p. 145
Segmentation	p. 147
Causal ambiguity and problems with correlation	p. 149
Resources, flows and value-chain analysis	p. 157
Adding "lumps" of resource	p. 163
Suggested questions and exercises	p. 168
Using worksheet 3	p. 169
Worksheet 3	p. 170
Worksheet 3B	p. 171
Notes	p. 172
The strategic architecture	p. 173
Interdependence: resource flows depend on existing resource levels	p. 175
Feedback effects arising from interdependence	p. 189
The strategic architecture	p. 192
The strategic architecture and other approaches to mapping strategy	p. 219
Suggested questions and exercises	p. 231
Using worksheets 4 and 5	p. 232
Worksheet 4	p. 235
Worksheet 5	p. 236
Notes	p. 237
Resource attributes	p. 239
Quality of tangible resources	p. 240
Resources and attribute "co-flows"	p. 243
The resource quality curve	p. 267
Attributes that bring access to other potential resources	p. 274
Resources carrying multiple attributes	p. 280
Resources attributes and performance at Ryanair	p. 282
Other uses of the resource attribute concept	p. 286
Incorporating attribute analysis in strategy development	p. 308
Suggested questions and exercises	p. 312
Using worksheets 6a, 6b and 6c	p. 313
Worksheet 6a	p. 316
Worksheet 6b	p. 317
Worksheet 6c	p. 318
Notes	p. 319
Resource development	p. 323
Resource development within the organization	p. 324
Developing resources beyond the organization's boundaries	p. 344
Resource development in noncommercial cases	p. 398
Resource development in Ryanair and other airlines	p. 404
Relating resource development to the strategic architecture	p. 406
Using worksheets 7a-7d, 8 and 9	p. 411
Worksheet 7a	p. 417
Worksheet 7b	p. 418
Worksheet 7c	p. 419
Worksheet 7d	p. 420
Worksheet 8	p. 421
Worksheet 9	p. 422
Notes	p. 423
The dynamics of rivalry	p. 427
Illustrating the three types of rivalry: coffee stores	p. 430
Further issues in type-1 rivalry	p. 443
Extending type-2 rivalry	p. 453
Extending type-3 rivalry	p. 464
Extending rivalry to resources other than customers	p. 478
Rivalry in noncommercial situations	p. 483
Dealing with multiple competitors	p. 484
Rivalry in the low-fare airline industry	p. 495
Suggested questions and exercises	p. 503
Using worksheets 10-12	p. 504
Worksheet 10a	p. 508
Worksheet 10b	p. 509
Worksheet 11	p. 510
Worksheet 12	p. 511
Notes	p. 512
Goals and controls	p. 515
Different types of strategic decision	p. 515
Policy to control strategy	p. 533
Strategy, policy and competition	p. 547
Conflicting objectives	p. 550
When multiple decisions affect the same resource	p. 554
Suggested questions and exercises	p. 569
Using worksheet 13	p. 569
Worksheet 13	p. 572
Notes	p. 573
Intangible resources	p. 575
Intangibles concerning state of mind	p. 584
Information-based intangible resources	p. 602
Quality-based intangibles	p. 610
Integrating intangible resources into the strategic architecture	p. 618
Suggested questions and exercises	p. 620
Using worksheet 14	p. 620
Worksheet 14	p. 623
Notes	p. 624
Capabilities	p. 627
Example of capability effects	p. 634
Capabilities and business processes	p. 637
Developing capabilities: learning	p. 645
Capabilities and organizational learning	p. 658
Suggested questions and exercises	p. 669
Using worksheets 15a and 15b	p. 669
Worksheet 15a	p. 671
Worksheet 15b	p. 672
Notes	p. 673
Index	p. 677
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