Table of Contents
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 Adrián 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