The New Strategic Leadership — Driving Change, Getting Results
This chapter was prompted when I received an invitation to speak at a national conference on the subject of “Planning in Chaotic Times”. The conference was well attended. Many of the participants said that their organisations, and in some cases their whole industries, were in turmoil. They also felt that conventional management approaches such as planning and budgeting provided no help in the kinds of crises which they were experiencing.
Unable to display preview. Download preview PDF.
- Richard Pascale, Managing on the Edge, pp. 12–14, Penguin, Harmondsworth (1992).Google Scholar
- Henry Mintzberg, The Rise and Fall of Strategic Planning, Prentice Hall International, Hemel Hempstead (1994)Google Scholar
- This analysis of strategy implementation was developed by the Managament Analysis Center, and is described in their book: Paul J. Stonich, Implementing Strategy: Making Strategy Happen, Ballinger Publishing, Cambridge, Mass. (1982)Google Scholar
- See Alan LH. Pink, Strategic leadership through corporate planning at ICI, In Bernard Taylor and John Harrison, The Managers s Casebook of Business Strategy, Heinmann, Oxford (1990).Google Scholar
- See Francis J. Aguilar et al, General Electric, 1984, case no. 9–385–315, Harvard Business School, Boston, Mass. (1985); see alsoGoogle Scholar
- [5a]Kenton W. Elderkin and Christopher A. Bartlett, General Electric: Jack Welch’s Second Wave (A) & (B), cases nos. 9–391–248 and 9–392–113, Harvard Business School, Boston, Mass. (1993).Google Scholar
- See Bernard Taylor et al., Environmental Management Handbook, Pitman, London (1994), especially Part IV on managing environmental risks.Google Scholar
- Noel M. Tichy & Stratford Sherman, Control Your Destiny or Someone Else Will, Double-day, New York (1993).Google Scholar
- Jack Welch’s Lessons for Success, Fortune, January 25, 71 (1993).Google Scholar