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Sentient Strategy - How to Create Market-Dominating Strategies in Turbulent Economies (Hardcover)
Loot Price: R854
Discovery Miles 8 540
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Sentient Strategy - How to Create Market-Dominating Strategies in Turbulent Economies (Hardcover)
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No pre-pandemic strategy is effective anymore. None. Not for
organizations large or small, for-profit or non-profit, domestic or
global. Claims of a "return to normal" or "the new normal" are
ridiculous. What we're facing is really a "new reality," and that
reality is the need for agile strategic decisions and pragmatic
views of the future. That means that strategy formulation can be
reduced to a few days and the view of the future can only be 12-18
months. This is the antithesis of Peter Drucker's approach to
strategy, but his highly effective approach was developed at GM
three quarters of a century ago. It's time to move on. Alan Weiss
has developed an original and completely new approach to strategy
which thus far has certified over 100 people globally, delivering
this approach to scores of firms of all types in four countries.
More than two dozen firms are using this approach. Sentient
Strategy is based on two modern dimensions: awareness of the
environment in which the organization exists and has influence, and
consciousness of the impact of actions being considered. The old
SWOT (strengths, weaknesses, opportunities, threats) approaches are
currently equivalent to riding down the freeway on a horse. We must
drop the hubris that has led us to believe we can see years ahead
and anticipate what's coming. No one predicted the Internet No one
predicted the latest pandemic. It's time to turn volatility and
disruption on their heads and use them as offensive weapons in the
marketplace instead of trying to protect ourselves from them.
Imagine a strategy that an organization can formulate in just a day
or so, revisit easily and frequently, and design a series of
shorter-term, viable futures. "Sentient" means "perceptive" and
"self-aware." It doesn't mean "one size fits all" from a
cookie-cutter firm's approach to strategy. Alan Weiss equips the
reader to consider using this approach independently. These are new
times-a new reality, a "no normal (TM)"-hence, it's ridiculous to
use old approaches to strategy. There's a clear reason why Sears
didn't morph into Amazon and why Hertz surrendered its number one
spot to Enterprise.
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