Overview

This text addresses the challenges of how to build a robust and implementable strategy. Four key routes to creating a strategy are discussed, both through original theoretical and conceptual grounding, and the practical requirements for implementing the concepts. These routes, when taken together, provide a powerful means for agreeing a negotiated strategy, and comprise: strategic issue management, agreeing organizational purpose, competitiveness from the exploitation and protection of distinctiveness, and the strategic management of stakeholders. These designs are usable by manager-facilitators, MBA student-managers, and consultant-facilitators. The designs have been used extensively, in a wide range of countries, by management teams in all types of organizations. This text is illustrated with cases and examples and accompanied by online material including instructors' notes and associated mapping software. Making Strategy is the ideal companion to graduate students studying strategic management and managers at all levels who wish to develop a strategy for their own unit.Making Strategy builds off, and updates, the two previous successful books by Eden and Ackermann: Making Strategy: the Journey of Strategic Management and Ackermann, Eden with Brown: The Practice of Making Strategy.

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9781412900386

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Eden and Ackermann remain at the leading edge of theory and practice in strategy making. This book demystifies strategy making while at the same time deepening our understanding of what the process entails. Their work is a marvellous guide for those striving to make sense of complexityKarl E. WeickRensis Likert Distinguished University Professor of Organizational Behavior and Psychology, University of Michigan This book is at the very cutting edge of strategic management theory and yet also of immense practical use. It is truly a rare and stunning achievementJohn M BrysonMcKnight Presidential Professor of Planning and Public Affairs, Hubert H. Humphrey Institute of Public Affairs, University of Minnesota Using this book enabled me to facilitate a multicultural team of seven managers so that they very quickly got to grips with the challenges and opportunities facing the organization and developed a realistic workable strategy, whilst at the same time building a real sense of team cohesion and the feeling that individuals had been listened toAlison Devine Director, British Council, Taipai This is an insightful book on strategy formulation that achieves the difficult task of bridging cutting-edge theory with practical application. The book will be of immense use for academics, practitioners and students of strategy. Where most strategy books focus almost exclusively on issues of strategy analysis, with perhaps a little strategy process sprinkled in for good measure, this book turns this traditional approach on its head by addressing the often neglected yet arguably more challenging task of making strategy in complex organizations. It is the internal organizational dynamics of strategy-making, whether they be managing stakeholders, facilitating group strategy workshops, dealing with organizational politics, identifying sources of competitive advantage or mapping out strategies, which determine strategic success. At its core the book adva

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