Building Strategy and Performance Through Time

This book uses a balanced blend of frameworks and illustrations to teach you how to tackle the challenge of driving performance into the future. Existing strategy tools are no longer enough as they do not explain how to deliver your strategy powerfully over a sustained period. This book shows you where the levers are that you control and how to choose what to do, when, and how much to achieve your specific goals. The author weaves a logical process for the reader to follow, using situations to explain how an enterprise works and delivers performance. It shows you the levers that management controls and how to choose what to do, when, and how much to accomplish your goals. Examples prove that departmental decisions cannot be made in isolation but must take into account other choices being made elsewhere and at other times.

Auteur

Kim Warren has been teaching Strategic Management in MBA and Executive programs at London Business School since 1990. There he has developed powerful frameworks for strategy analysis and strategic management that go beyond the simple, static tools that are more commonly used. Known as 'Strategy Dynamics', this method focuses on improvements to the time-path of business performance that is so crucial to the concerns of investors and other stakeholders. The method also provides a sound basis for strategy development in public-service and non-commercial organizations. Kim is author of the prize-winning 'Competitive Strategy Dynamics' Wiley: July 2002. This success led to the launch of a major strategy textbook 'Strategic Management Dynamics' [Wiley, 2008]. Although largely adopted in business schools, this latest books in particular is invaluable to consultants and executives with an active involvement in strategy. He has also developed with colleagues an extensive suite of simulation-based learning materials and strategy mapping software that provide a clear understanding of this rigorous, fact-based approach to developing and managing Strategy through time. His Strategy Dynamics course is a popular option amongst degree students at LBS, and is also delivered via distance learning. Elements of this course have been adopted by other international Business Schools. These concepts and tools build strongly on Kim's practical experience, both before and since joining London Business School. He spent 15 years in strategic planning roles, notably as retail strategy director for Whitbread PLC during the group's growth and domination in just 10 years of a $1.5bn business across multiple restaurant and leisure sectors. He continues to build on this experience with extensive engagements with organizations of all kinds - including public sector and voluntary organizations. Collaborations with leading consulting firms are extending the application of Strategy Dynamics principles, notably in relation to corporate strategy, equity analysis, technological disruption and due-diligence for M&A and private equity deals. Consulting relationships also enhance and develop the approach, recent examples including Microsoft Inc, Visa International, BT plc, Barclays Bank, PWC and Deloitte.

Résumé
Shows what causes performance to improve or deteriorate and what you can do to change this trajectory for the better. This book outlines the dynamics of strategy, how you drive performance. It illustrates to teach you how to tackle the challenge of driving performance into the future.