Making Strategy Happen

Peter Hiscocks and Dan Riff
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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

Chapter 3 in From Knowledge Management to Strategic Competence:Measuring Technological, Market and Organizational Innovation, 2000, pp 50-74 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThe 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

Keywords: Competencies; Intangible Resources; Competitive Advantage; Valued Attributes; Knowledge Management; Purchasing; Procurement; Supply; Supplier Relationship; Supply Chain Management; Performance Measurement and Relationship Assessment; Innovation; Innovation Management; Product Development Management; Portfolio Management; Resource Selection; Product-Line Architecture; Risk Return Matrix; Strategic Alignment Matrix; Resource Mountain Chart; Innovation in Banking (search for similar items in EconPapers)
Date: 2000
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