One Strategy: Organization, Planning, and Decision MakingHardback
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- Publisher: John Wiley & Sons Ltd
- Format: Hardback | 304 pages
- Dimensions: 160mm x 236mm x 28mm | 544g
- Publication date: 27 January 2010
- Publication City/Country: Chichester
- ISBN 10: 0470560452
- ISBN 13: 9780470560457
- Illustrations note: Illustrations
- Sales rank: 568,491
Learn from the concepts, capabilities, processes, and behaviors that aligned around one strategy with the hard-won, first-person wisdom found in One Strategy. Challenging traditional views of strategy and operational execution, this book-written by Microsoft executive Steven Sinofsky with Harvard Business School professor Marco Iansiti-describes how you can drive innovation by connecting the potential of strategic opportunities to the impact of operational execution. Lessons from the unique combination of real-world experience managing a large scale organization with academic research in strategy and innovation Reveals what it takes to align a complex organization around one strategy, manage its execution, and reach for "strategic integrity" Written by Microsoft executive Steven Sinofsky with Harvard Business School professor Marco Iansiti-a combined forty years of management and research experience A unique perspective on strategy development, alignment, and execution Drawn from Sinofsky's internal Microsoft blog where he communicated some of the management processes the team put to work while developing a 4,000 person, multi-year project-Microsoft Windows 7- One Strategy shares the hard-won insights you can use to successfully make the leap from strategy to execution.
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Steven Sinofsky is President of the Windows and Windows Live Division at Microsoft Corporation. Prior to this position, he worked on the development of Microsoft Office from 1994-2006 and, prior to that, worked on Microsoft's development tools. Marco Iansiti is the Director of Research and David Sarnoff Professor of Business Administration at Harvard Business School and the Chairman of Keystone Strategy LLC (www.keystonestrategy.com). He is an expert on strategy and the management of innovation. His latest research studies strategy and innovation in networks of organizations, examining the strategy, operations, and innovation processes of key organizations, including Microsoft, IBM, Wal-Mart, and Dell, along with many others. He is the author or coauthor of two books, Technology Integration: Making Critical Choices in a Dynamic World and The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability , and has advised a variety of Fortune 500 firms.
Back cover copy
Revealing insights into successfully making the leap from strategy to execution"One Strategy" examines the concepts, capabilities, processes, and behaviors that are essential to aligning an organization around one strategy.Learn some of the key management tools and processes the Windows 7 team put in place to manage strategy and execution. The themes in "One Strategy" are backed up through examples of internal blogs by Microsoft Division President Steven Sinofsky and merged with insightful context from technology and operations strategy expert Marco Iansiti, the David Sarnoff Professor of Business Administration at Harvard Business School.All about developing and executing great, innovative strategies, "One Strategy" reveals it is possible to build the right organizational capabilities and base of understanding, generate insightful strategies, develop detailed plans, and lead your corporate strategies to completion."One Strategy" shares hard-won insights, experiences, and lessons on: Aligning a highly complex organization during uncertain timesDeveloping a framework for strategic integrity driven by planning, organization, and decision makingTranslating strategic potential into impactBuilding the capability, effectiveness, and trust that coaches, empowers, and inspires an organizationMotivating your organization to strive for strategic integrity...each drawing from methods demonstrated in practice.
This book challenges traditional views of strategy and operationalexecution--views that say strategy comes from a small group ofselect people or that an innovative strategy can only emerge from adistinct organizational spinoff. Aligning a complex organizationaround one strategy requires all members of a team toparticipate--learning, sharing, communicating, andcontributing to the team's success. "One Strategy" provides aunique combination of real-world experience managing a large-scaleorganization with academic research in strategy and innovation todescribe what it takes to align an organization around onestrategy, manage its execution, and reach for "strategicintegrity." "One Strategy" describes how to drive innovationby connecting the potential of strategic opportunities to theimpact of operational execution. Microsoft executive Steven Sinofsky joins his twenty years ofmanagement experience at Microsoft with Harvard Business Schoolprofessor Marco Iansiti's twenty years of research on strategy andinnovation to provide you a unique perspective on strategydevelopment, alignment, and execution. Here, Sinofsky shares hisexperiences and point of view through an internal blog site thatdiscusses some of the management processes put to work whiledeveloping Microsoft Windows 7. Through his own words, "OneStrategy" focuses on the team's mission to develop and maintaina strategic vision through the 4,000 person, multi-year project.Marco Iansiti creates a framework that can be used by businessleaders across industries and job functions, building on hisoriginal research in the development of innovative products.Learn from the concepts, capabilities, processes, and behaviorsthat aligned around one strategy with the hard-won, first-personinsight found in "One Strategy."
Table of contents
List of Blog Posts. Acknowledgments. Preface. Chapter 1 Strategic Integrity. Chapter 2 Strategy: A Participatory Approach. Chapter 3 The Foundations of Strategic Integrity. Chapter 4 Integrity and Innovation. Chapter 5 Planning: Innovation, Risk, and Agility. Chapter 6 Organization: Matching Capabilities to Strategy. Chapter 7 Organization: What Managers Do. Chapter 8 Decision Making and Value Systems. Chapter 9 Personal and Organizational Growth. Chapter 10 Lessons from Aligning Strategy and Execution. Index.