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Scenarios : the art of strategic conversation / Kees van der Heijden.
Publication details: Chichester, West Sussex ; Hoboken, N.J. : John Wiley & Sons, c2005.Edition: 2nd edDescription: xxiv, 356 p. : ill. ; 24 cmContent type:- text
- unmediated
- volume
- 9780470023686 :
- 0470023686 :
- HD30.3 .V36 2005
Contents:
The context: 1965 to 1990, Five discoveries at Shell -- Introduction to scenario-based planning -- Three competing paradigms in strategic management -- The principles of scenario-based planning: Strategising -- The business idea of an organisation -- The uncertain environment -- Scenario analysis -- Scenarios and the strategic conversation -- The practice of scenario-based planning: The practitioner's art -- Articulation of the business idea -- Competitive positioning -- Scenario development -- Option planning -- Institutionalising scenario-based planning: The management of change -- Planning process -- Guiding the strategic conversation -- Conclusion.
| Item type | Current library | Home library | Shelving location | Call number | Materials specified | Status | Barcode | |
|---|---|---|---|---|---|---|---|---|
Books
|
American University in Dubai | American University in Dubai | Main Collection | HD 30.3 .V36 2005 (Browse shelf(Opens below)) | Copy Type:01 - Books | Available | 602190 |
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| HD 30.3 .S373 1994 The skilled facilitator : practical wisdom for developing effective groups / | HD 30.3 .S79 1987 Improving your presentation skills : a complete action kit / | HD 30.3 .T459 2004 Guide to managerial persuasion and influence / | HD 30.3 .V36 2005 Scenarios : the art of strategic conversation / | HD 30.3 .W55 2008 Strategic communications planning : for effective public relations and marketing / | HD 30.3 .Y38 1993 Control Through Communication : The Rise of System in American Management. | HD 30.37 .B33 2010 Management strategies for the cloud revolution : how cloud computing is transforming business and why you can't be left behind / |
Includes bibliographical references (p. [347]-350) and index.
The context: 1965 to 1990, Five discoveries at Shell -- Introduction to scenario-based planning -- Three competing paradigms in strategic management -- The principles of scenario-based planning: Strategising -- The business idea of an organisation -- The uncertain environment -- Scenario analysis -- Scenarios and the strategic conversation -- The practice of scenario-based planning: The practitioner's art -- Articulation of the business idea -- Competitive positioning -- Scenario development -- Option planning -- Institutionalising scenario-based planning: The management of change -- Planning process -- Guiding the strategic conversation -- Conclusion.
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