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Making Strategy Happen

In: From Knowledge Management To Strategic Competence Measuring Technological, Market and Organizational Innovation

Author

Listed:
  • PETER HISCOCKS

    (Integral Europe, Suite 2, Quayside, Bridge Street, Cambridge CB5 8AB, UK)

  • DAN RIFF

    (Integral Europe, Suite 2, Quayside, Bridge Street, Cambridge CB5 8AB, UK)

Abstract

The following sections are included:IntroductionBackgroundCommon Pitfalls in Making Strategy HappenPrinciples that Underpin StrategyThe sum of individual actions must equal strategyLess is moreManagement must pay attention up-frontAccelerate innovation through a system approachBridging Vision and Reality: What is an Innovation Strategy?Making Choices: Translating Strategy Into ActionStrategic impact and alignmentRisk and returnResource analysisMeasuring the Progress and Impact of ActionWho does this Right and Why?Leading Financial Services ConcernOverviewThe problemThe approachThe solutionThe results

Suggested Citation

  • Peter Hiscocks & Dan Riff, 2000. "Making Strategy Happen," World Scientific Book Chapters, in: Joe Tidd (ed.), From Knowledge Management To Strategic Competence Measuring Technological, Market and Organizational Innovation, chapter 3, pages 50-74, World Scientific Publishing Co. Pte. Ltd..
    • Handle: RePEc:wsi:wschap:9781860943058_0003
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    Cited by:

    1. Jesús Perdomo & Oswaldo Heredia & Carlos Valencia & Javier González y Jesús Galende, 2011. "La gestión de recursos humanos enfocada en la calidad total y la innovación," Vniversitas Económica 8303, Universidad Javeriana - Bogotá.

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