Résumé
A new breed of strategy textbook for a new generation of strategists, Strategy: Theory, Practice, Implementation puts the implementation of strategy centre stage to help tomorrow's business professionals think, talk, and act like a strategist.What does strategy mean to a Head of Environment, Social, and Governance in a globally-leading asset management company in London?
How does the Chair of a not-for-profit community interest company, which supports women in Scotland to thrive in business, use learning to shape strategy?
How is innovation, digitalization, and disruption viewed by the CEO of a Singaporean fintech start-up?
Strategy: Theory, Practice, Implementation represents a new breed of textbook for this discipline. Developed in consultation with lecturers, students, and professionals, the book's research-driven Process-Practice Model of Strategy places implementation at its core, enabling students to develop a crystal clear understanding of how strategy operates in a culture of dynamism, adaptability, and change.
The authors' wealth of teaching, research, and practitioner experience shines through in their writing as they strike the perfect balance between clarity and rigour. They expertly cover all the core areas of strategy, using carefully paced, step-by-step guidance to apply theories and models of strategy to a diverse range of examples, making the text the most practical of its kind.
Moving beyond the limits of traditional texts, Strategy offers unique Practitioner Insights (and accompanying video interviews) gathered from professionals engaged in a range of strategic roles, across multiple industries and sectors worldwide, to help students grasp the complex reality of strategic management in practice.
Strategy: Theory, Practice, Implementation ultimately provides students with a lively, critical, and highly practical approach to thinking, talking, and acting like a strategist. This text will inspire them and fully prepare them for their future career in business.
Online resources accompaning the textbook include:
For registered adopters:
- A test bank
- PowerPoint slides
- Answers to, or guidance on, the chapter-opening case study questions in the book
- A series of 'Boardroom Challenges' for use in group role play exercises / action learning simulations
- Teaching notes on using the 'Boardroom Challenges' in class
For students:
- Video interviews with the practitioners from the Practitioner Insights, and further videos providing advice on how students can enhance their employability.
- Research Insights to broaden students' perspectives of academic research and its impact on strategic thinking
- Links to articles, cases, chapters, or multimedia resources to support students' further reading
- Additional case studies with exercises or discussion questions
- Video interviews with the authors in which they discuss key theories and implementation issues
- MCQs
- Guidance on how to analyse a case study
- Flashcard glossaryPart 1: Define strategy meaning, process, and outcomes
1: Interpreting strategy
2: A process-practice model of strategy
3: Strategic decision making in organizations
Part 2: Enhance knowledge of context and options
4: Strategic organization: purpose, values, and culture
5: External environment: macro, industry, and competitive settings
6: Internal environment: resources, capabilities, and activities
Part 3: Debate how to scope, compete, and perform
7: Corporate strategy and structure
8: Strategies for achieving competitive advantage
9: Functional strategy and performance
Part 4: Shape strategy to context and objectives
10: Strategies for growth
11: Innovation, disruption, and digitalization
12: Competing in a globalized world
13: Sustainability and strategy
Part 5: Activate strategy and learn from experience
14: Leading strategic change
15: Designing effective strategy activities
16: Strategy-in-practice: learning, reflecting, thinkingBrad MacKay is Professor of Strategy in the University of St Andrews School of Management, and Senior Vice Principal and Vice Principal (International Strategy and External Relations) on the University senior management team. Brad's research, teaching, and consultancy interests include strategy development, execution and implementation, contingency planning, scenario planning, the political economy of strategy-making, and scaling sustainability. He has published in a
range of leading scholarly journals, and his research has been widely covered in the press, including the Financial Times and Wall Street Journal. He is a regular commentator on business related issues in the media.
Dr Mikko Arevuo is Reader in Strategy and Leadership Practice at Regent's University London. His background includes senior business experience in global financial services and management consulting; academic research; and university, graduate, and executive-level teaching. His research and teaching expertise is in strategy as managerial practice, competitive strategy, senior management and group decision-making processes, and the application of visual methods in organizational research. Mikko
has also consulted widely in the UK public and private sectors. He worked with Fortune 500 companies as a facilitator providing evidence-based tools and frameworks to support strategic decision-making processes. A native of Finland, Mikko earned his BA in Economics from University of Michigan, Ann
Arbor, and his MBA and PhD from Cranfield University.
David Mackay is Professor of Strategy at the Strathclyde Business School in Glasgow. Previously he held business management roles in multi-national, SME and entrepreneurial start-up organisations in the UK. He has a continuing research interest in developing understanding of effective strategic management and organisational leadership practices and knowledge. As a practitioner, Dave has engaged with a wide range of private, public, and charitable organisations, supporting their strategy work
and development of implementable, practical outcomes. Dave has taught and consulted internationally in locations including the USA, India, Hong Kong, Malaysia, Singapore, Oman, Bahrain, Jordan, and the UAE.
Maureen Meadows is Professor of Strategic Management at the Centre for Business in Society at Coventry University. Formerly with the Open University Business School and Warwick Business School, Maureen's research interests include the use of strategy tools such as scenario planning and visioning by senior managers, and the post-merger integration phase following M&A deals. With a background in mathematics, statistics, and operational research, Maureen has many years' experience of working
with 'big data' and customer analytics, both as a practitioner in the financial services sector and as an academic. She has published on the progress and problems experienced by organisations working on strategic projects such as market segmentation, relationship marketing, and customer relationship
management.
