Praise for Dynamic Strategy-Making "An astonishingly timely, hopeful, and important book that recasts and freshly imagines strategy-making and integrates theory with practice in the field of strategic management. A must-read for all those who want to learn more about the future of strategy practice and become more skillful at it." —Warren Bennis, Distinguished Professor of Business, University of Southern California; and coauthor, Transparency "This is one of the most valuable resources ever created for strategists and leaders in organizations. It uniquely combines concepts of leadership and organization with strategy content and implementation in a pragmatic and integrated approach that makes tremendous sense for our times. With concrete cases, it provides a clear road map for those who want and need to do a better job of formulating and implementing strategy." —David A. Nadler, vice chairman, Marsh & McLennan Companies; senior partner, Oliver Wyman-Delta Organization and Leadership; and author, Building Better Boards and Competing By Design "The authors correctly focus on the new dynamic of 24/7 competition and change and the need for organizations to be fast, fluid, and flexible. It is a must-read for managers of tomorrow and offers a number of practical insights and lessons on how to proceed with strategy execution that can be readily adopted in any organization. It is a call to action that few can afford to ignore." —Manjit Singh, chairman, Sony Entertainment Television, India; and former CEO, Compete Inc., High Circle, Future Step, and Korn/Ferry International

From the Inside Flap Organizations today face fast-moving environments where strategic decisions have to be made on the spot. Potential sources of disruptive change include hypercompetition, global markets, technology obsolescence and innovation, and economic downturns. Those who respond in real time to these unexpected environmental forces can transform them into competitive advantages. Dynamic Strategy-Making offers a sustainable, real-time approach that lets organizations chart their long-term direction while staying flexible to adapt to fast-moving events. Based on decades of work with a wide range of clients, the authors focus on the important how of the strategy-making process that they integrate with the what of strategic content. In doing so, they give readers a plan where formulation and implementation are woven together from the outset of the discussion. This plan includes: A 4D framework that builds on decades of strategic knowledge and practice for managers to make a strategic assessment. The concept of a strategic system to assure that the workforce "behaves" the strategy. Insight into crafting a written statement of strategic direction that effectively launches the strategic system. The use of guided involvement to stimulate strategic content and to build management consensus and workforce commitment. A new role for consultants in facilitating real-time strategy as they guide managers and the workforce through the process. Dynamic Strategy-Making provides a complete guide for developing a real-time action plan. The book describes the case of how a top management group creates and implements a successful strategy by identifying new market opportunities, while making changes leading to higher performance. Other examples of strategic success and failure are included. This ground-breaking resource speaks to leaders of organizations, strategy consultants, teachers of strategy and organization, and managers who want to know more about the latest in combining action with strategic thinking.