On the Fly

On the Fly : Executing Strategy in a Changing World

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Description

On the Fly presents a model for allowing strategies to evolve in response to external changes, while still making use of the analytical tools that can help to predict the likely success of possible different actions. It addresses the importance of involving people at all levels of the organization while also acknowledging the importance of control and the different roles that strategists at different levels will need to play.
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Product details

  • Hardback | 240 pages
  • 161 x 234 x 24mm | 440g
  • New York, United States
  • English
  • 0471464848
  • 9780471464846
  • 2,332,406

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Bombarded with advice from a variety of experts, many businesses believe they have to choose between the rigorous, far-ranging analysis entailed in traditional strategic planning and a more flexible, less structured approach that enables them to respond quickly to changes in their environment. They may even think they have to sacrifice a clear, coherent sense of organizational direction in order to adapt successfully to new market trends and developments. Yet as seasoned consultant and author Stephen Wall demonstrates, the most successful strategy-making processes are those that actually combine the best elements of both approaches. Organizational focus need not be achieved at the expense of flexibility and responsiveness; broad, on-the-spot participation in strategy- making by those closest to customers can coexist with both a consistent overall strategy and the discipline usually associated with more hierarchical strategic planning.

On the Fly presents a model for allowing strategies to evolve in response to external changes, while still making use of the analytical tools that can help to predict the likely success of possible different actions. It addresses the importance of involving people at all levels of the organization while also acknowledging the importance of control and the different roles that strategists at different levels will need to play.

Wall's previous book, The New Strategists, emphasized the need for business strategies to evolve in response to continuous change and the differential advantage to be gained by drawing on the creative energies of all of an organization's employees. On the Fly expands on these ideas to propose a revolutionary new approach to strategy development. It shows how two-way communication, continuous learning, and fluid processes can be used to develop strategic skills throughout an organization, and how to ensure that those skills are deployed in support of the company's overall strategy.

Drawing on examples from a broad range of businesses-including British Airways, Hewlett-Packard, Pfizer, and Sun Microsystems-Wall describes a wide variety of innovative approaches that meet the needs of both companies and their customers. At the same time, he offers concrete guidelines for encouraging creativity while containing risk, and for maintaining strategic focus while still achieving maximum flexibility.
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Back cover copy

In Praise of On The Fly "Finally, a book that captures and clearly describes the best practices used to implement strategy successfully."
-Bob Silver, Executive Vice President
UBS Wealth Management USA

"Wall's observations and examples helped us do the real work required to get people committed to and aligned with our vision."
-Dag Mejdell, President and CEO, Dyno Nobel

"On The Fly provides real insight on how business strategies are developed and how they are implemented in the real world."
-John Wright, President, and Jacqueline Moyse, Director of Operational Marketing, InterContinental Hotels

"Steve Wall's ideas help us deal with the real-life complexities of our business challenges."
-Tom Waltermire, Chairman and CEO, and Lance Mitchell, Group Vice President, PolyOne Corporation

"This book contains practical advice about involving and gaining the commitment of people to new direction and change, and increases the chances that strategy will be executed successfully."
-Dr. Keith Henderson, President, Rutherford Chemicals
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Table of contents

Preface.
PART I: CREATING A STRATEGY-MAKING ORGANIZATION


1. The New Approach to Strategy.


2. Challenges in Strategy Making.


3. The Dilemma of Empowerment.


4. The Power of Improvisation.


PART II: THE INDIVIDUAL STRATEGY MAKER.


5. Thinking Like a Strategist.


6. The Front-Line Strategist.


7. The Strategy Integrator.


8. The Strategic Leader.


9. The Strategic Organization


Notes.


Acknowledgments.


Index.


About the Author.
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Review quote

"...engaging and well-written book..." -CIO Magazine, Feb. 1, 2004 issue
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About Stephen J. Wall

STEPHEN J. WALL is a Managing Director and Mergers and Acquisitions Practice Leader of Right Management Consultants, a leading organizational consulting and career transition firm with 300 offices worldwide. He is the coauthor of two other books, The New Strategists and The Morning After.
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Rating details

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3 75% (3)
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