Harnessing Strategic Behaviour

When a strategic direction is taken by a company, who controls that direction? There is frequently a huge gap between the expectation and the reality of managing strategically: a gap rising out of the behaviours of the people in control.

The importance of the actual behavious of managers, when formulating company strategy, has been seriously underplayed.

Although much has been written on how managers make strategic decisions, the focus has not been on actively creating new frameworks for understanding strategic behviour. This book gives an in-depth understanding of strategic behavioural issues, aligning theory with practical illustrations of strategic behaviour in action.

Issues tackled by Harnessing Strategic Behaviour:

Even when strategies do emerge that are clear and coherent, they are still weakly implemented. Find out how harnessing strategic behaviour can strengthen this implementation, both vertically and laterally.

Differences in strategic thinking may suggest so many possible actions that it becomes hard to discern a clear course forward. Discover how to ensure that the strategic direction becomes more focused.

Stakeholder management is central to the strategy process but individuals may interact differently on specific issues. Work out how to identify the agendas of each and every stakeholders

Strategic behaviour involves a complex interplay between managers of cognitive, emotional and territorial variables. Learn how to manage this interplay without allowing it to drift into formlessness.

Find the inspiration to harness the power of strategic behaviour.

• Part I: Discovering Strategic Behaviour
1. Strategic management and strategic behaviour
• Introduction — what is strategic behaviour?
• Corporate strategy and 'the emperor's clothes'
• The search for strategic behaviour
• Conclusion
• Summary
2. Mobilizing strategic behaviour
• Introduction
• Strategic behaviour at Champney's Health Farm
• Designing a strategic workshop
• Conclusion
• Summary
• Part II: Strategic Behaviour in Action
3. Diagnosing strategic behaviour
• Introduction
• Strategic behaviour at BT
• Conclusion
• Summary
4. Shaping strategic behaviour
• Introduction
• The BT case study (continued)
• Conclusion and summary
5. Refocusing strategic behaviour
• Introduction
• The BT case study (continued)
• Conclusion
• Summary
• Part III: Harnessing Strategic Behaviour
6. The kaleidoscope of strategic behaviour
• Introduction
• What is strategic behaviour?
• What forms does strategic behaviour take?
• What are the key dimensions of strategic behaviour?
• Why and how is strategic behaviour important?
• Can strategic behaviour be harnessed and, if so, how?
• Conclusion and summary
7. Managing strategic behaviour
• Introduction
• Cause of behavioural analysis (COBRA)
• Stakeholder analysis
• From-to (FT) analysis
• Strategic agenda review (STAR)
• Relating the techniques to one another
• Team roles — and alternative approach
• Conclusion and summary
8. Lessons for management theory and practice
• Introduction
• Lessons for management theory
• Lessons for management practice
• Conclusion
• Appendix 1: Checklist for managing strategic behaviour
• Appendix 2: Strategic behaviour — exploring the energy dimension

A good book that describes how personalities, more than anything else, creates strategies in the executive committee.