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.History of the California State University The largest public education system in the world, the California State University ... Historically the education provided by the CSU has been low cost to ensure access. Tuition to the system is less than the average for any other state in the country, and less than half the average of all anbsp;...
|Title||:||Thinking Strategically in Turbulent Times|
|Author||:||Alan M. Glassman, Deonne Zell, Shari Duron|
|Publisher||:||Routledge - 2014-12-18|