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Product Description
Product Description
It′s What You Don′t Know That Counts
Discover the important roles chance and uncertainty play in successful strategic planning. In this ingenious work, author Ralph D. Stacey shows managers how their companies can benefit from the unexpected developments that impact their business and how they can prepare to creatively leverage the opportunities such developments present. He explains how an appreciation of conflict and team dialogue can help managers discover and build on the innate energy of their organizations. And he illustrates his theories with real–world examples from Sony, Kodak, Federal Express and other noted market innovators.
Discover the important roles chance and uncertainty play in successful strategic planning. In this ingenious work, author Ralph D. Stacey shows managers how their companies can benefit from the unexpected developments that impact their business and how they can prepare to creatively leverage the opportunities such developments present. He explains how an appreciation of conflict and team dialogue can help managers discover and build on the innate energy of their organizations. And he illustrates his theories with real–world examples from Sony, Kodak, Federal Express and other noted market innovators.
From the Inside Flap
Shows managers how successful strategic planning is based on understanding and directing the complex, often chaotic daily interactions that take place within companies. Explains how an appreciation of the roles of control, conflict, and team dialogue can help managers discover and build on the innate energy of their organizations and urges managers to find a new respect for the positive power of instability and chaos.Discover the important role chance can play in successful strategic planning. In this ingeneous work, author Ralph D. Stacey shows managers how powerful planning is based on understanding and directing the complex, often chaotic, daily interactions that take place in business. He explains how an appreciation of the rols of control, conflict, and team dialogue can help managers discover and build on the innate energy of their organizations. And he illustreates his theories with real–world examples from Soney, Kodak, Federal Express and other noted market innovators.
Inside This Book
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First Sentence
The aim of Managing the Unknowable is to change the way managers think about the route to business success. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
The aim of Managing the Unknowable is to change the way managers think about the route to business success. Read the first page
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Concordance
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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