Strategic navigation : a systems approach to business strategy
Gespeichert in:
| Autor*in: |
Dettmer, H. William [verfasserIn] |
|---|
| Format: |
Buch |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
Milwaukee, Wisc.: ASQ Quality Press ; c2003 |
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| Schlagwörter: | |
|---|---|
| Schlagwörter: |
| Systematik: |
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| Anmerkung: |
Includes bibliographical references (p. 293-296) and index |
|---|---|
| Umfang: |
XXV, 302 S ; graph. Darst ; 27 cm |
| Links: | |
|---|---|
| ISBN: |
0-87389-603-3 |
| Katalog-ID: |
370447239 |
|---|
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ocr-text: Table of Contents List of Illustrations jcv Acknowledgments xix Introduction xxi Chapter … Traditional Strategic Planning … Planning and Strategy … The Failure of Strategic Planning … To Plan, Planning, and Plans … Strategy Formation: Schools of Thought … The Deliberate (Traditional) Schools: Pros and Cons … The Emergent (Contemporary) Schools: Pros and Cons … A Possible Solution: Synthesis … Chapter … The Hoshin Strategic Model … Planning, Doing, and Review … Planning … Doing (Part 1) … Doing (Part 2) … Reviewing … Strategy Formation … The Bureaucracy Pitfall … Too Little Detail, or Too Much? A Way Out of the Dilemma … Hoshin Kami and the Schools of Strategic Thought … Conclusion … Chapter … The Military Strategic Planning Model … Why the Military Does Planning … How the Military Does Planning … The Joint Strategic Planning System (JSPS) … Strengths of the Military Planning System … ix x Table of Contents Weaknesses of the Military Planning System … Boyd's Theory of Maneuver Warfare … Conclusion … Chapter … The Constraint Management Model … Problems with Traditional and Contemporary Methods … Problems with the Hoshin Approach … Problems with the Military Approach … Strategic Navigation … Defining Strategy … Characteristics of a Robust Methodology … Deliberate, Emergent, or a Combination? … Analysis and Synthesis … A Synthesis of Theories … The Constraint Management Model … Seven Steps of the Constraint Management Model … A Logical Strategy Development Process … Logical Tools of the Constraint Management Model … Maneuver Warfare, the OODA Loop, and the Constraint Management Model … Cycle Time … Competitive and Noncompetitive Environments … Summary … Chapter … Defining the Paradigm: System Boundary, Goal, Critical Success Factors, and Measures of Progress … Determining the System Boundary … Goal, Objective, or Mission? … The Goal … Critical Success Factors (Necessary Conditions) … Two Types of Necessary Conditions … Few But Critical … Goal or Necessary Condition? Making the Right Selection … Measuring Progress toward the Goal … Constraint Management Measures … The Use of Surrogates … The Strategic Intermediate Objectives (10) Map … An Example: Lucent Technologies … Lucent's Goal and Critical Success Factors: A Post-Mortem … Templates … Conclusion … Chapter … Knowledge, Creativity, and Idea Generation … Knowledge … Complexity … Table of Contents xi The Role of Knowledge in Strategy and Execution … The Johari Window … Relevance of an Analysis Process to the Four States of Knowledge … Sources of Knowledge for a Strategic Analysis … Creativity … Size versus Maneuverability … How to Break the Chains Constraining Creativity … The Crawford Slip Method … Crawford Slip Workshop: An Example … Conclusion … Chapter … Analyzing the Mismatches … Terror Attacks and America's Airlines … Comparing Today's Performance against Future Requirements … Strategic Current Reality Tree: An Example … The Basics of Cause and Effect … "Archimedes" Points … How to Construct a Picture of the Status Quo … A Consensus Picture … Reviewing the "Big Picture" … Resistance to Change Ill Chapter … Creating a Transformation: Resolving Conflict … The Inherent Nature of Conflict in Change … Anticipating Resistance to a Change in Strategy: Three Dimensions of Feasibility … Personal Resistance to Change: "Efrat's Cloud" … Power Issues … Eight Types of Power … The Relationship between Change and Power … Self-Reinvention: A Military Example … The Evaporating Cloud … The Strategic Evaporating Cloud … Constructing an Evaporating Cloud … Breakthrough Strategies … Chapter … Sun Tzu and the Art of Modern Combat … Translating Military Concepts to Business … Levels of Engagement … Strategy … Operations … Tactics … Attributes of Strategically Responsive Forces … Responsiveness … Deployability … xii Table of Contents Agility … Versatility … Lethality … Survivability … Sustainability … Evaluating Your Strategy Using the Seven Attributes … The Fundamentals of Military Operations … Elements of Combat Power … Evaluating Your Capability to Execute Strategy … Principles of War … Evaluating Strategy Using the Principles of War … Tenets of Military Operations … Evaluating Operations Using the Tenets of Military Operations … Operational Framework … Conclusion … Chapter … Designing the Future: Laving Out Strategy … The Frame and the Picture … Framing Strategy … Injections: The Initiators of Strategy Execution … How to Construct a Strategic Future Reality Tree … Creating the Picture to Put into the Frame … METT-TC … Gathering Inputs for METT-TC … Sequence, Not Time … "Bulletproofing" the Strategic Future Reality Tree … The Dynamic Nature of Strategy … Summary and Conclusion … Chapter … Planning the Execution … The Prerequisite Tree … An Example … How to Construct a Prerequisite Tree … "Fleshing Out" the Prerequisite Tree … "Projectizing" the Prerequisite Trees … Critical Chain Project Scheduling … The "Meta-Project" … Summary and Conclusion … Chapter … Putting It All Together … Step … Define the Paradigm … Step … Analyze the Mismatches … Step … Create a Transformation … Step … Design the Future … Step … Plan the Execution … Table of Contents xiii Strategy "On the Wall" … Step … Deploy the Strategy … Step … Review the Strategy … Sustaining the Process … Measuring System Success … Throughput, Investment, and Operating Expense … Not-for-Profit Organizations and Government Agencies … Conclusion … Appendix A The Crawford Slip Method … Appendix B U.S. Transportion Command … Appendix C Wurtzberg Corporation … Appendix D Case Study: Olympic AquaVentures … Appendix E Strategic Conflicts (Examples) … Appendix F Strategic Wisdom … Glossary … Bibliography … Index … List of Illustrations Figure … 1a Schools of strategic thought (traditional) … Figure Lib Schools of strategic thought (contemporary) … Figure … Traditional schools … Figure … Contemporary schools … Figure … The hoshin planning process … Figure … The hoshin kanri strategic planning model … Figure … Formation of national strategy … Figure … The joint strategic planning concept … Figure … Family (hierarchy) of plans … Figure … The JSPS summarized … Figure … Boyd's OODA "loop." … Figure … Operating inside the opponent's decision cycle … Figure … Strategic navigation (example) … Figure … System-related definitions … Figure … A synthesis of theories … Figure … The constraint management model … Figure … The constraint management methodology … Figure … The constraint management model, tools, and the OODA loop … Figure … Constraint management model structural foundation … Figure … Relationship of the synthesized theories … Figure … Mission statement for Lucent Technologies … Figure … The Strategic Intermediate Objectives Map—a hierarchy of conditions necessary to achieve the goal … Figure … The relationship between necessary conditions and the goal … Figure … Determining critical success factors (CSF) … Figure … Characteristics of necessary conditions … Figure … Strategic … Map example for Lucent Technologies … Figure … Template … goal and necessary conditions ("critical success factors") … Figure … Template … goal and necessary conditions (typical for- profit organization) … Figure … Elements of a winning strategy … Figure … Complexity … xv xvi List of Illustrations Figure … The orient step … Figure … The Johari window (adapted for epistemology) … Figure … The Johari window—knowledge migration … Figure … Crawford slips (examples) … Figure … The nature of the "gap." … Figure … Current Reality Tree (conceptual) … Figure … 3a Strategic Current Reality Tree—commercial airlines … Figure … 3b Strategic Current Reality Tree—commercial airlines … Figure … 3c Strategic Current Reality Tree—commercial airlines … Figure … 3d Strategic Current Reality Tree—commercial airlines … Figure … 3e Strategic Current Reality Tree—commercial airlines … Figure … Strategic Current Reality Tree directions … Figure … Observe and orient in the constraint management model Ill Figure … Sources of conflict … Figure … Conflict inherent in change … Figure … "Efrat's cloud." … Figure … Types of power. … Figure … Motivation to change and threat—an inverse relationship … Figure … Course changes over time—an inverse relationship … Figure … A strategic conflict … Figure … Strategic Evaporating Cloud … Figure … How to construct an Evaporating Cloud … Figure … Strategy, operations, and tactics … Figure … Attributes of strategically responsive forces … Figure … Fundamentals of full spectrum operations … Figure … The elements of combat power. … Figure … Principles of war. … Figure … Tenets of successful operations … Figure … Strategic Future Reality Tree (S-FRT) … Figure … Difference between the Strategic IO Map and the Strategic FRT … Figure … How injections originate … Figure … Strategic Future Reality Tree directions … Figure … S-FRT—initial configuration … Figure … Logical connections in a Strategic Future Reality Tree (example) … Figure … Positive reinforcing loop (example) … Figure … Negative branch (example) … Figure … Categories of legitimate reservation … Figure … METT-TC—nonmilitary application … Figure … Using METT-TC Crawford slips as inputs to a Strategic Future Reality Tree … Figure … Convergence of branches—time versus sequence … Figure … Military operations concepts … Figure … Using military concepts to verify business strategy … Figure … "Bulletproofing" the Strategic Future Reality Tree … Figure … Prerequisite Tree … Figure … Prerequisite Tree and the Strategic Future Reality Tree … List of Illustrations xvii Figure … Displaying the strategy in individual departments … Figure … Prerequisite Tree (example)—acquisition and installation of an information system … Figure … Relation between the Strategic FRT and the Prerequisite Tree … Figure … How to construct a Prerequisite Tree … Figure … 7a "Projectizing" Prerequisite Trees (#1) … Figure … 7b "Projectizing" Prerequisite Trees (#2) … Figure … "Projectizing" the whole strategy … Figure … The constraint management model … Figure … Strategy on the wall … Figure … Strategy on the wall—individual department's Prerequisite Trees … Figure … Refining the results … Figure … The human achievement curve. Where are we going from here? … Figure A.I Directions for writing Crawford slips … Figured Wurtzberg Corporation Strategic Intermediate Objectives … Figure C.2a Wurtzberg Corporation Strategic Current Reality Tree (#1) … Figure C.2b Wurtzberg Corporation Strategic Current Reality Tree (#2) … Figure C.2c Wurtzberg Corporation Strategic Current Reality Tree (#3) … Figure C.2d Wurtzberg Corporation Strategic Current Reality Tree (#4) … Figure C.2e Wurtzberg Corporation Strategic Current Reality Tree (#5) … Table C. … Summary of injections—Wurtzberg Corporation … Figure C.3a Wurtzberg Corporation Strategic Future Reality Tree (#1) … Figure C.3b Wurtzberg Corporation Strategic Future Reality Tree (#2) … Figure C.3c Wurtzberg Corporation Strategic Future Reality Tree (#3) … Figure C.3d Wurtzberg Corporation Strategic Future Reality Tree (#4) … Figure C.3e Wurtzberg Corporation Strategic Future Reality Tree (#5) … Figure C.3f Wurtzberg Corporation Strategic Future Reality Tree (#6) … Figure C.3g Wurtzberg Corporation Strategic Future Reality Tree (#7) … Figure C. … Wurtzberg Corporation Prerequisite Tree … Figure D.I Wild-Capture fisheries Current Reality Tree … Figure D. … Strategic IO Map—Olympic Aquaventures, LLC … Figure D.3a Strategic Conflict … —Aquaculture industry and the environment … Figure D.3b Strategic Conflict … —Aquaculture industry and aesthetics … Figure D.3c Strategic Conflict … —Aquaculture industry and Native American tribes … Figure D.4a Strategic Future Reality Tree—Olympic AquaVentures, LLC (#1) … Figure D.4b Strategic Future Reality Tree—Olympic AquaVentures, LLC (#2) … Figure D.4c Strategic Future Reality Tree—Olympic AquaVentures, LLC (#3) … Figure D.4d Strategic Future Reality Tree—Olympic AquaVentures, LLC (#4) … Figure D.4e Strategic Future Reality Tree—Olympic AquaVentures, LLC (#5) … Figure D.4f Strategic Future Reality Tree—Olympic AquaVentures, LLC (#6) … Figure D.4g Strategic Future Reality Tree—Olympic AquaVentures, LLC (#7) … Figure D.4h Strategic Future Reality Tree—Olympic AquaVentures, LLC (#8) … Table D. … Summary of injections—Olympic AquaVentures, LLC … Figure D. … Prerequisite Tree—Injection … Olympic AquaVentures, LLC … Figure E. … Strategic Conflict—passenger convenience and airline routes … xviii List of Illustrations Figure E.2a Strategic Conflict—Iraq and weapons of mass destruction (the military situation) … Figure E.2b Strategic Conflict—Iraq and weapons of mass destruction (the geopolitical situation) … Figure E. … Strategic Conflict—local government … Table of contents for Library of Congress control number 2003012994 Table of contents for Strategic navigation : a systems approach to business strategy / H. William Dettmer. Bibliographic record and links to related information available from the Library of Congress catalog. Note: Contents data are machine generated based on pre-publication information provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding. Table of Contents LIST OF ILLUSTRATIONS ACKNOWLEDGEMENTS INTRODUCTION CHAPTER … TRADITIONAL STRATEGIC PLANNING Planning and Strategy The Failure of Strategic Planning To Plan, Planning, and Plans Strategy Formation: Schools of Thought The Deliberate (Traditional) Schools: Pros and Cons The Emergent (Contemporary) Schools: Pros and Cons A Possible Solution: Synthesis CHAPTER … THE HOSHIN STRATEGIC MODEL Planning, Doing, and Review Planning Doing (Part 1) Doing (Part 2) Reviewing Strategy Formation The Bureaucracy Pitfall Too Little Detail, or Too Much? A Way Out of the Dilemma Hoshin Kanri and the Schools of Strategic Thought Conclusion CHAPTER … THE MILITARY STRATEGIC PLANNING MODEL Why the Military Does Planning How the Military Does Planning The Joint Strategic Planning System (JSPS) Strengths of the Military Planning System Weaknesses of the Military Planning System Boyd's Theory of Maneuver Warfare Conclusion CHAPTER … THE CONSTRAINT MANAGEMENT MODEL Problems with Traditional and Contemporary Methods Problems with the Hoshin Approach Problems with the Military Approach Strategic Navigation Defining Strategy Characteristics of a Robust Methodology Deliberate, Emergent, or a Combination? Analysis and Synthesis A Synthesis of Theories The Constraint Management Model Six Steps of the Constraint Management Model A Logical Strategy Development Process Logical Tools of the Constraint Management Model Maneuver Warfare, the OODA Loop, and the Constraint Management Model Cycle Time Competitive and Noncompetitive Environments Summary CHAPTER … DEFINING THE PARADIGM: System Boundary, Goal, Critical Success Factors, and Measures of Progress Determining the System Boundary Goal, Objective, or Mission? The Goal Critical Success Factors (Necessary Conditions) Two Types of Necessary Conditions Few But Critical Goal or Necessary Condition? Making the Right Selection Measuring Progress Toward the Goal Constraint Management Measures The Use of Surrogates The Strategic Intermediate Objectives Map An Example: Lucent Technologies Lucent's Goal and Critical Success Factors: A Post-Mortem Templates Conclusion CHAPTER … KNOWLEDGE, CREATIVITY, AND IDEA GENERATION Knowledge Complexity The Role of Knowledge in Strategy and Execution The Johari Window Relevance of an Analysis Process to the Four States of Knowledge Sources of Knowledge for a Strategic Analysis Creativity Size Versus Maneuverability How to Break the Chains Constraining Creativity The Crawford Slip Method Crawford Slip Workshop: An Example Conclusion CHAPTER … ANALYZING THE MISMATCHES Terror Attacks and America's Airlines Comparing Today's Performance Against Future Requirements Strategic Current Reality Tree: An Example The Basics of Cause and Effect "Archimedes" Points How to Construct a Picture of the Status Quo A Consensus Picture Reviewing the Big Picture Resistance to Change CHAPTER … CREATING A TRANSFORMATION: Resolving Conflict The Inherent Nature of Conflict in Change Anticipating Resistance to Change in Strategy: Three Dimensions of Feasibility Personal Resistance to Change: "Efrat's Cloud" Power Issues Eight Types of Power The Relationship Between Change and Power Self-Reinvention: A Military Example The Evaporating Cloud The Strategic Evaporating Cloud Constructing an Evaporating Cloud Breakthrough Strategies CHAPTER … SUN TZU AND THE ART OF MODERN COMBAT Translating Military Concepts to Business Levels of Engagement Strategy Operations Tactics Attributes of Strategically Responsive Forces Responsiveness Deployability Agility Versatility Lethality Survivability Sustainability Evaluating Your Strategy Using the Seven Attributes Fundamentals of Military Operations Elements of Combat Power Evaluating Your Capability to Execute Strategy Principles of War Evaluating Strategy Using the Principles of War Tenets of Military Operations Evaluating Operations Using the Tenets of Military Operations Operational Framework Conclusion CHAPTER … DESIGNING THE FUTURE: Laying Out Strategy The Frame and the Picture Framing Strategy Injections: The Initiators of Strategy Execution How to Construct a Strategic Future Reality Tree Creating the Picture to Put Into the Frame METT-TC Gathering Inputs for METT-TC Sequence, Not Time "Bulletproofing" the Strategic Future Reality Tree The Dynamic Nature of Strategy Summary and Conclusion CHAPTER … PLANNING THE EXECUTION The Prerequisite Tree An Example How to Construct a Prerequisite Tree "Fleshing Out" the Prerequisite Tree "Projectizing" the Prerequisite Tree Critical Chain Project Scheduling The "Meta-Project" Summary and Conclusion CHAPTER … PUTTING IT ALL TOGETHER Step- … Define the Paradigm Step- … Analyze the Mismatches Step- … Create a Transformation Step- … Design the Future Step- … Plan the Execution Strategy "On the Wall" Step- … Deploy the Strategy Step- … Review the Strategy Sustaining the Process Measuring System Success Throughput, Investment, and Operating Expense Not-for-Profit Organizations and Government Agencies Conclusion APPENDICES: A. Crawford Slip Method B. Case Study: US TRANSCOM C. Case Study: Wurtzberg Corporation D. Case Study: Olympic AquaVentures, L.L.C. E. Strategic Conflicts (Examples) F. Strategic Wisdom GLOSSARY BIBLIOGRAPHY INDEX Library of Congress Subject Headings for this publication: Theory of constraints (Management)Business planning, Strategic planning |
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