Business Strategy for a Better Normal: Concepts and Cases

ISBN-13: 9783031287077 / Angielski

Armand Gilinsky Jr

Opis

This book examines how leaders can use strategic thinking to transform their followers, organizations, and industries in the wake of societal shocks like COVID-19 that require re-balancing both leadership and business models. It is organized around a new triumvirate of strategic thinking concepts for the better normal, explained in a 3S Model: Style, Situation, and Strategic Orientation. The environment (situation) creates or deters opportunities that are pursued by leaders with the propensity (style) and the potential (strategy) to develop them.In the face of ongoing crises such as COVID-19, natural disasters, political upheaval, and climate change, the author proposes that the field of strategic management needs to rethink and update traditional frameworks in order to offer business models more applicable in a rapidly changing environment.Addressing topics such as sustainability and diversity, this pivotal text fills a gap in strategic thinking and presents illustrative examples and case studies about organizations grappling with making decisions in a dynamically different “new normal.”

Spis treści

Chapter 1—Strategic Thinking.- Chapter 2—Organizational Cultures.- Chapter 3—Scanning The Environment.- Chapter 4—Industry Attractiveness.- Chapter 5—Competing.- Chapter 6—Diversity, Equality, Inclusion And Diversification.- Chapter 7—Contemplating Globalization.- Chapter 8—Innovation And The Changing Workplace.- Chapter 9—Governance.

O autorze

Armand Gilinsky is the F Korbel Professor of Wine Business at Sonoma State University, USA, where he has taught strategy and entrepreneurship since 1994. He has authored over 50 published business case studies and several articles on entrepreneurial strategy and socially responsible entrepreneurship. He has served as President of the North American Case Research Association, a group of some 500 case research professionals. Dr. Gilinsky has extensive consulting experience in strategic planning, competitive strategy, and developing business and financial plans. 

Blurb

“This book fills a major gap in thinking proactively about the future of businesses and preparing leadership teams to succeed. The topics and the mini-cases are  both current and compelling, illustrating the emerging choices that companies will need to make in the second half of the 21st century and providing them the tools to make choices that will optimize the returns to all of their stakeholders.”

—John Elstrott, Chairman (retired) Whole Foods Markets, New Orleans, Louisiana, USA

“A clear road map for leaders seeking to empower their followers, organizations, and industries to innovate during unexpected and challenging times in order to maintain competitive advantage in a diversified, equitable and inclusive culture.”

—Amelia Ceja, President & CEO, Ceja Vineyards, Napa, CA USA

This book examines how leaders can use strategic thinking to transform their followers, organizations, and industries in the wake of societal shocks like COVID-19 that require re-balancing both leadership and business models. It is organized around a new triumvirate of strategic thinking concepts for the better normal, explained in a 3S Model: Style, Situation, and Strategic Orientation. The environment (situation) creates or deters opportunities that are pursued by leaders with the propensity (style) and the potential (strategy) to develop them.

In the face of ongoing crises such as COVID-19, natural disasters, political upheaval, and climate change, the author proposes that the field of strategic management needs to rethink and update traditional frameworks in order to offer business models more applicable in a rapidly changing environment.

Addressing topics such as sustainability and diversity, this pivotal text  offers fresh strategic thinking and presents illustrative examples and case studies about organizations grappling with making decisions in a dynamically different “new normal.”

Armand Gilinsky is the F Korbel Professor of Wine Business at Sonoma State University, USA, where he has taught strategy and entrepreneurship since 1994. He has authored over 50 published business case studies and several articles on entrepreneurial strategy and socially responsible entrepreneurship. He has served as President of the North American Case Research Association, a group of some 500 case research professionals. Dr. Gilinsky has extensive consulting experience in strategic planning, competitive strategy, and developing business and financial plans.