 Applying the Cue See ModelMatt Barney Chapter Chapter 6 in Leading Value Creation, 2013, pp 199-207 from Palgrave Macmillan Abstract: Abstract This chapter is the most practical, showing how to apply Cue See concepts. Consistent with Antonakis and House’s (2013) approach, the Cue See model focuses on goal attainment. Further, it is consistent with the Multidisciplinary Assessment Process (MAP), a variant of RBT (Molloy et al., 2011). The MAP directs leaders to (1) define a winning idea; (2) embed it into the Resource Based View’s theory of the firm’s competitive advantage; (3) measure it; and (4) provide evidence of value creation. Consistent with the aspirations of the MAP, the Cue See approach is intended to provide scaffolding for business design and governance at all levels of leadership. Further, it may help identify and inoculate where operational risks may be mitigated and parasites thwarted. The procedures used to apply the model parallel those recommended by risk managers including (1) Envisioning Goals, (2) Specifying Process Performance, (3) Identifying Decision Variables and Uncertainties, (4) Identifying Constraints, and (5) Model and Optimize. Keywords: Real Option; Emergent Effect; Discrete Event System Dynamics; Real Option Analyse; Asset Performance (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-36150-9_7 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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