Supporting strategy : frameworks, methods and models

Frances A. O’Brien · Robert G. Dyson

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Strategic Planning and Analysis Business Strategies and Innovation Complex Systems and Decision Making

Abstract

Preface ix About the Contributors xi Part I Introduction 1 Chapter 1 The Strategic Development Process 3 Robert G. Dyson, Jim Bryant, John Morecroft and Frances O'Brien Part II Setting Direction 25 Chapter 2 Visioning: A Process for Strategic Development 27 Maureen Meadows and Frances O'Brien Chapter 3 Achieving Strategy Coherence 55 Jim Bryant and Nigel Howard Chapter 4 Problem Structuring and the Building and Negotiation of Strategic Agendas 87 Alberto Franco, Jim Bryant and Giles Hindle Part III Creating Strategic Initiatives 115 Chapter 5 Strategy Creation - The Resource-Based View 117 Abhijit Mandal Chapter 6 Methods for Creating Strategic Initiatives 137 Robert G. Dyson Part IV Rehearsing Strategy 155 Chapter 7 System Dynamics Modelling for Strategic Development 157 Martin Kunc and John Morecroft Chapter 8 The Impact of Organisational Complexity in the Strategy Development Process 191 Adrian A. Caldart and Fernando S. Oliveira Chapter 9 Creating and Using Scenarios - Exploring Alternative Possible Futures and their Impact on Strategic Decisions 211 Frances O'Brien, Maureen Meadows and Martin Murtland Part V Evaluating Performance 249 Chapter 10 Decision and Risk Analysis for the Evaluation of Strategic Options 251 Gilberto Montibeller and Alberto Franco Chapter 11 Performance Measurement 285 Efstathios Tapinos and Robert G. Dyson Chapter 12 A Financial Perspective on Strategic Investments 313 Robert H. Berry Chapter 13 Flexibility, Robustness and Real Options 343 Robert G. Dyson and Fernando S. Oliveira Part VI Combining Approaches to Support Strategic Development 367 Chapter 14 Gone Fishing: A Case Study 369 Jim Bryant, Maureen Meadows, John Morecroft and Frances O'Brien Author Index 395 Subject Index 401

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