Thinking Strategically in Turbulent Times: An Inside View of Strategy Making

by Alan M. Glassman, Deonne Zell, Shari Duron

An emergent approach to organizational strategy making assumptions that few organizations actually realize the goal of deliberative, top-down strategic planning, and that effective strategy making occurs on a continual basis and is a shared activity of the entire organization. This innovative book provides the first in-depth look at how real organizations are formulating and implementing strategic change under this new paradigm. The authors have dug deep into three large and varied organizations (Hewlett-Packard, the California State University system, and the County of Los Angeles) and identified each one's efforts to develop a new strategic planning process better-suited to match the current pace of change and environmental unpredictability. The book is filled with vignettes, quotes, and real-world examples that illustrate the trend toward faster, more adaptive strategic planning processes. It is relevant for a wide range of business, governmental, and non-profit settings, and should be required reading in any course on strategic planning.

184 pages, Paperback

First published January 1, 2005

Reviews

[Sam · Rating 3 out of 5]

Turbulent times call for a different approach to strategy, however understanding the transition from chaos to turbulence requires much more. HP's scenario planning methods (from Shell's) is a requisite tool that should form the repertoire of any worthwhile strategy.