Strategy For A Networked World available in Hardcover
![Strategy For A Networked World](http://img.images-bn.com/static/redesign/srcs/images/grey-box.png?v11.11.4)
Strategy For A Networked World
- ISBN-10:
- 1783269928
- ISBN-13:
- 9781783269921
- Pub. Date:
- 10/04/2016
- Publisher:
- Imperial College Press
- ISBN-10:
- 1783269928
- ISBN-13:
- 9781783269921
- Pub. Date:
- 10/04/2016
- Publisher:
- Imperial College Press
![Strategy For A Networked World](http://img.images-bn.com/static/redesign/srcs/images/grey-box.png?v11.11.4)
Strategy For A Networked World
Hardcover
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Product Details
ISBN-13: | 9781783269921 |
---|---|
Publisher: | Imperial College Press |
Publication date: | 10/04/2016 |
Pages: | 316 |
Product dimensions: | 6.00(w) x 9.00(h) x 0.75(d) |
Table of Contents
List of Figures, Boxes, and Tables xi
Foreword xv
1 This Book is for Strategists, and for Those for Whom Strategists Work xv
2 This Book is About How to Do and Think About Strategy in a Networked World xv
3 The Journey of Work and Research that Led to This Book xvi
4 Other Intellectual Traditions Contributing to This Book xvii
5 A Succinct Overview of the Argument in This Book xviii
6 Acknowledgements xxi
Author Biography xxiii
Chapter 1 Introduction to Value Creating Systems 5
1 A Strategy Framework for a Networked World 6
2 How the VCS of Facebook Outperformed Myspace 8
3 How WEF's VCS Engages Leaders in Co-Creating Strategic Agendas 14
4 How this Book is Organised 20
Chapter 2 Why a Socio-Ecological Approach to Strategy 29
1 A Networked World Calls for Systems Thinking in Strategy 30
2 Moving the Strategy Field Beyond the Construct of "Industry" 32
3 The Time Has Come for a Collaborative and Systems-Based Approach to Strategy 37
4 The Last (?) Defenders of the "Value Chain", "Industry", and "Industrial Sectors"' 39
Chapter 3 Reframing the Idea of Value 45
1 Value: Many Aspects Carried by One Term 45
2 Notions of Value Inherited from Industrial Manufacturing 51
3 Post-Industrial Value Creation 53
4 Designing Systems to Create Value 57
5 Co-Created Value 60
6 Some Implications of Co-Created Value 62
Chapter 4 Effective Value Creating System Designs 73
1 The VCS Framework and Approach to Strategy 73
2 VCS Strategy Framework Features 75
3 Features of the VCS Strategy Methodology 80
4 How the VCS Framework is a Distinctive Strategy Approach 84
5 When and Why the VCS Framework and Approach is Timely and Effective 87
Chapter 5 How Offerings Link Co-Creators in Value Creating Systems 93
1 Offerings as Value Co-Creation Relations 94
2 Two Types - Configuring and Supporting Offerings 96
3 Configuring Offerings as the Design of the System of Interactions 101
4 The Design of Dynamic Offerings in the Networked World 103
5 Good Offerings Address Strategic Challenges 106
6 Five Offering Elements 107
7 Offering Evolution 114
Chapter 6 Analysing the Designs of Existing Value Creating Systems 129
1 Using ANT to Explore VCS of Energy Provision to the Bottom Billion 130
2 The Complex Web of Collaborative Relationships in Designing New VCSs 142
3 Some of EDF Electrification VCS Cases 151
4 Concluding Comments 160
Chapter 7 Assessing the Future Contexts a VCS Design Might Inhabit 165
1 Scenario Planning in the VCS Approach to Strategy 166
2 Scenario Planning as Structured but Flexible Inquiry 168
3 Support in Testing or Developing VCS Designs 169
4 The Interactions-Based View of the "Business Idea" 171
5 Using Scenario Planning to Transform the Boundaries between the VCS and its Context 172
6 Using Scenario Planning in Technology and Business Roadmaps 176
Chapter 8 Designing a New Value Creating System 183
1 Normann's Crane as a Design Process for VCSs 185
2 Purposing the VCS Design Initiative and Grounding an Existing VCS 190
3 Upframing the VCS 195
4 Exploring Challenges and Opportunities for the Upframed VCS 199
5 Downframing to Explore the Challenges for the VCS Design 202
6 Defining (or Redesigning) a New VCS 204
Chapter 9 Realising New Value Creating System Innovations 213
1 Letting the Design Vision Guide, but Not Define the Design 214
2 Redirecting Management Attention into VCS Thinking 215
3 Creating Organisational Ownership of VCS Changes 217
4 Step-by-Step Realisation of a New VCS 220
5 Understanding Value Creation as Multiple and Contingent 222
6 Learning as a "Stepping Stones" Process 224
7 Avoiding Value Chain Push Backs 228
Chapter 10 The Growth of VCS Thinking 235
1 A Networked World of Business in a Value Chain World of Management 235
2 The Concept being Replaced (The Value Chain) is Still Considered to be Largely Valid and Useful in Many Places 236
3 The VCS View of Business Has Grown to Have Widespread Importance to Most Businesses Only Over the Last Part of the 20 Year Interval Mentioned Above 237
4 The Conventional "Value Chain"-Based Tools Have Shaped the Minds of Managers, While VCS Tools are in Emergent Stage 239
5 How to Think and Act Differently 243
6 In Conclusion 245
Appendix A Origins of Value Creating Systems 247
A.1 A History of the Thinking of Value as Co-Created 247
A.2 A More Recent History of Value and the Concept of Offerings 248
A.3 Strategy, Marketing and the History of Value Co-Creation Thinking 251
A.4 Historical Roots of the VCS Construct and the Situation Today 255
Appendix B Actor-Network Theory 257
B.1 Introduction 257
B.2 Actor-Network Theory Methods 261
Bibliography 265
Glossary 279
Index 281