A new look at managing strategy.
11/4/2002
The author, an engineer with both an MBA and PhD from London Business School, devised his own approach to strategy in response to widespread frustration among managers grappling with mainstream strategic tools that didn't seem to cut muster. To narrow the scope somewhat, he focused on single-activity business units as opposed to firms directing multiple businesses. What is special about strategy dynamics? It suggests another way of calculating resource levels—including such intangibles as product quality and staff experience—through time, and it outlines a seven-step process for designing a strategic system or "architecture." The book offers mini-case studies, quick examples, charts, and end-of-chapter summaries, making it all more approachable. At the end of the book, Warren also builds on other well known strategic tools, which he believes should not be thrown away, just evaluated more rigorously.