Strategic Management Dynamics
Kim Warren extends and adds detail to his prize winning framework for dealing with strategic problems. In this textbook he creates stronger connections between strategy dynamics and established strategy theory and develops case examples demonstrating the approach.
Find out more...
|
Strategic Recovery
No guarantees, but this simple article on ‘Strategic Recovery‘ written after the 2001/02 downturn may be helpful.
Find out more...
|
The Critical Path
The Critical Path is the road your organization travels in order to build and sustain the resources and capabilities that will shape its future. This book provides a practical, in-depth guide to help you in this difficult but rewarding journey.
Find out more...
|
Competitive Strategy Dynamics
Putting together concepts from strategy and system dynamics Kim Warren creates a prize winning framework for dealing with strategic problems. The premise is simple: key resources drive organisational performance, mapping and analysis of the strategic architecture gives management the information they need to drive performance.
Find out more...
|
The Dynamics of Strategy Worksheets
How can you get at the root of a strategic issue? If you can do so quickly, what effect would it have on your performance? Written to complement Competitive Strategy Dynamics these worksheets help you to build an integrated and fact-based picture of how the resources of your business are developing through time, as a result of their mutual interdependence, management policies and external opportunities and constraints.
Find out more...
|
Competing for Choice
The marketing "funnel" is not a recent idea but Finskud's Customer Choice Chain, explained in Competing for Choice was referred to as "Best of the modern funnels" in Advertising Magazine.
Find out more...
|
People Power
Improving performance by making better decisions about your people is not just a matter for top management; given the right tools, anyone with influence over the way their enterprise works can make a difference. This book provides an original approach to developing organizational effectiveness that is long overdue.
Find out more...
|
The Dynamics of Strategy
Kim Warren introduces the core concepts of Strategy Dynamics in this first of three journal articles first published in Business Strategy Review.
Find out more...
|
The Dynamics of Rivalry
Kim Warren takes a look at rivalry and identifies three types of rivalry that can be used, alone or in combination, to deal with competition between firms and within an industry.
Find out more...
|
The Softer Side of Strategy Dynamics
Dealing with the intangible factors in a strategic problem can be as important as tangible aspects and managers should not ignore them.
Find out more...
|
Fact based Strategic Management
In this paper Kim Warren says that there are near-universal expectations that face top management - they, and their investors, expect the organisation’s performance to progress strongly through time...
Find out more...
|
Scenario Dynamics - anticipating industry futures.
This paper summarises a panel session delivered in 2002 at the Strategic Management Society conference.
Find out more...
|
Strategic Performance and Business Dynamics
Kim Warren builds the case for a strong understanding of key resources and the strategic architecture, taking a retail example. He concludes with Marks and Spencer as the case in point illustrating the effect of not doing so with a look at their problems in the late 1990's.
Find out more...
|
Invisible Ink
Regulation requiring companies to report on intangible assets is coming soon to the UK and other countries. Yet, argues Kim Warren, unless investors understand how such 'soft' factors actually work through the business system to drive performance, they stand little chance of estimating the strength of its strategy, or understanding firms' likely performance prospects and value.
Find out more...
|