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For most knowledge‐intensive companies at present, the business environment where they compete is complex, characterized by rapid change and uncertainty. Employees and other intangible resources (i.e. intellectual capital) generally represent the most critical resources in the value creation process. Crafting strategy in such contexts is not helped by conventional models and tools of strategy. The assumptions which underpin many of them do not hold in the present competitive environment, making them at best irrelevant, but at worst leading to the development of strategies that can put the success of a company in jeopardy. New metaphors for describing these companies and their competitive realities, as well as tools for navigating in them, are required, if the strategy discipline is to remain relevant for practitioners. In this paper, it is suggested that the intellectual capital perspective can provide a bridge to the practical application of a vision‐ and values‐based strategy through the notion of embodying strategy in organizational resources. A conceptualization of strategy, that links strategy, identity and intellectual capital, more suitable to knowledge‐intensive companies competing in uncertain environments, is introduced and described.

"Nuclear Strategy" published on by Oxford University Press.

"Dynamic Competitive Strategy by best-selling author Dr Tony Grundy casts a radically new light on Competitive Strategy by showing you the dynamic dimension of existing strategy tools and new ones created to deal with rapid innovation and turbulent change. He shows us refreshing and challenging ways of developing strategy, including: Agile approaches to Strategy and Planning The Art of the Cunning Plan--with 101 ways of being innovativeThe Alien approach: how might an Alien see your industry and business? A whole new set of Dynamic Strategy ToolsScenario story telling and the art of mental time travelHow Emotional Value can leverage Competitive advantage Dynamic Stakeholder Analysis and Influencingwith case studies of Arsenal, Brexit, Dyson, Metrobank, Tesco, the infamous Honey Badger and from also everyday life. This book provides an overall theory and also a wealth of practical guidance out of thirty years of Strategy Consulting and Management Research and Teaching that will transform your thinking about Strategy: Tony truly "Turns Strategy upside down.""--Provided by publisher

Nach seiner Wahl zum Generalsekretär der KPdSU steht Gorbatschow in Innen- und Außenpolitik vor strategischen Entscheidungen. Priorität hat die unausweichliche Reform der Wirtschaft. Diese ist nicht nur wirtschaftlich bedingt (technologischer Rückstand), sondern auch politisch: Unter Breschnew waren die Kompetenzen zunehmend von der Partei an die Ministerialbürokratie und damit an die Verfechter der zentralistischen Lenkung gegangen. Innere Reformen wirken sich jedoch auch auf die Führung der Außenpolitik aus, etwa in der Frage, ob die historisch bedingte Zwei-Lager-Theorie Gromykos Bestand haben wird oder ob die sowjetische Außenpolitik einen multipolaren Ansatz entwickelt. Die personellen Entscheidungen Gorbatschows lassen hier immerhin eine Richtung erkennen. (SWP-Hld)

Introduction: what is this book about? -- From strategic planning to agile strategic thinking -- From average to cunning to stunning -- The "cunning" checklists -- From static to dynamic competitive strategy -- The art of alien thinking -- From projections to scenario story-telling -- Emotional value: the key to competitive advantage -- Case study : Dyson Appliances -- Cunning influencing strategies -- Dynamic strategic planning and influencing -- Lessons and conclusions: having a cunning plan everyday--strategic thinking in everyday life

Strategy development has traditionally been exclusive and secretive. Social software offers new opportunities to harness the collective intelligence of the crowd within organizations and allows more open, participatory modes of strategizing. This paper describes this new phenomenon of open strategy though crowdsourcing and discusses its implications for research and practice. It draws on first examples of crowdsourcing strategy and is further based on observations and theoretical reflections. To understand the phenomenon with its requirements and consequences, a number of questions and challenges are identified which remain to be investigated. These include how the process of opening up needs to be designed, how individuals can be motivated to engage, for which topics and under which conditions crowdsourcing strategy is a suitable approach, how strategies emerge in such initiatives, the appropriate role of management, and how corporate culture affects and is affected by crowdsourcing strategy. Open strategy through crowdsourcing is a newly emerging empirical phenomenon, which seems to fundamentally change the strategist's work. More open and inclusive ways of strategizing not only offer new opportunities, but also create some challenges for organizations. This paper deepens the insights in this new phenomenon and identifies seven topics critical for research and management practice.
Keywords: strategy, crowdsourcing, collective intelligence. JEL Classification: M19