|About the Book|
Managers need a simplified map to navigate the rapidly changing business environment. More than ever good strategy is required to face new competitors degrading company profitability. Drawing a new map simplifies the strategic process through easy toMoreManagers need a simplified map to navigate the rapidly changing business environment. More than ever good strategy is required to face new competitors degrading company profitability. Drawing a new map simplifies the strategic process through easy to follow proposals and real life stories.The premise of this book is that individual managers can make a difference and change the consequential reality of repetitive restructuring, cost cutting, pressurized work environment and the loss of work satisfaction.This book presents examples where company turnarounds were catalyzed by the efforts of one or two individuals through using a simple dialogue based strategy process. It also shows where the process did not work and the reasons.The turnarounds discussed were achieved in a short space of time by focussing on leverage points and bypassing counterproductive aspects of human behaviour. In the end it is human behaviour that makes or breaks developing and implementing good strategies.For companies to adapt successfully to a fast-changing reality it is critical that the organisation first identifies what needs to be done, and then acts. In order for this to happen employees (the group) need to learn together and then coordinate their actions, which is where the problem lies.The inherent need in humans for esteem and power can result in subconscious actions intended to maintain their status. These drives, together with the hierarchical structure, result in behaviour that shuts down group learning and group action.Strategic Learning and Strategic Alignment are presented in this book as key techniques to deal with this fundamental human problem. Supporting techniques such as Dialogue and the Theory of Constraints are also introduced. Real life stories are related to illustrate and make actions tangible and real.Drawing a new map will start managers on the road towards achieving a better work environment while improving company profits. This it does by making managers aware of the current organisational dynamics, showing them what is possible and giving them the confidence to act.