Contents: Introduction: from corporate planners to professional strategy practitioners; Relevance lost: strategic planning and a lack of certainty - a loss of value; Relevance regained: reinventing strategic planning - a programme of continual strategy renewal; Strategy and a new perspective on 'fit': directing desire, accommodating fate, and a catalyst for transformation and renewal; Strategy in teams: empowering teams as business leaders and enablers of continual renewal; Obtaining the results you deserve: strategy implementation in a learning organisation; Sharing the vision: creating a natural law of attraction; Strategy as a profession: practitioners working together, getting results; Appendices; Bibliography; Index.
Paul Hunter is Chief Executive of the Strategic Management Institute, a research and education organisation committed to the collection and dissemination of knowledge in strategy. Under his guidance, the SMI delivers a Certified Strategy Practitioner (CSP) accreditation program. The SMI was established by Paul five years ago as an integral component of an independent consulting firm of which he was co-founder. He has presented at numerous conferences and seminars including the SMS and authored or co-authored articles appearing in publications that include a chapter in a recently published book on the topic of corporate universities. Paul Hunter holds a Doctor of Business Administration and is a past partner of PwC. He developed the methodology supporting the Practice of Strategy described in this book, an area in which he now teaches and consults.
'We know a lot about effective strategies, but little about effective strategizing. This is where Paul Hunter's hands-on approach to the art of making strategy is a great leap forward. Finally a book that helps practitioners "reinvent strategic planning" to make it work in the 21st century.' Ron Meyer, Tilburg University, The Netherlands and Managing Director, Center for Strategy & Leadership, The Netherlands 'Having had many roles in and around strategy execution for many clients, as well as the reality of leading strategy development for our own organisation, I can attest to the shortcomings as described in Paul's book. His very useful advice for how to make the process far more effective, including tackling dominant logic and traditional thinking, will be hugely valuable to anyone involved in the creation of strategy, which in today's world, is most people.' Sammy Kumar, Executive Board Member and Managing Partner, Enterprise and Strategy & Transformation PwC, Australia