標(biāo)題: Titlebook: Strategy; A step-by-step appro Mark Daniell Book 2004 Mark Daniell 2004 business.business strategy.organization.strategy [打印本頁] 作者: 古生物學(xué) 時(shí)間: 2025-3-21 19:16
書目名稱Strategy影響因子(影響力)
書目名稱Strategy影響因子(影響力)學(xué)科排名
書目名稱Strategy網(wǎng)絡(luò)公開度
書目名稱Strategy網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Strategy被引頻次
書目名稱Strategy被引頻次學(xué)科排名
書目名稱Strategy年度引用
書目名稱Strategy年度引用學(xué)科排名
書目名稱Strategy讀者反饋
書目名稱Strategy讀者反饋學(xué)科排名
作者: 萬靈丹 時(shí)間: 2025-3-21 21:30 作者: 其他 時(shí)間: 2025-3-22 02:10
Content Phase III: Implementationps the devil was in the detail, and the risks of real world execution overlooked or underestimated. In some cases, disenfranchised employees set a low priority on strategic goals. Without a sense of importance and urgency, change can move quietly off the agenda, and an unsatisfactory status quo will prevail.作者: 夜晚 時(shí)間: 2025-3-22 07:55 作者: 多嘴 時(shí)間: 2025-3-22 12:19 作者: 龍卷風(fēng) 時(shí)間: 2025-3-22 14:51 作者: 彎腰 時(shí)間: 2025-3-22 21:04
Setting Priorities, Rethinking Riskows of events and change that make up the new paradigm in which all businesses now operate, it is absolutely essential to identify those select actions and investments that can truly differentiate your business from competitors, and focus on those priorities with great energy. This will require a vi作者: Genteel 時(shí)間: 2025-3-22 23:15
Mastering the Growth Challengempanies are monitored and scrutinized in minute detail by equity analysts and investors alike to ascertain growth data and attach the appropriate growth (or ex-growth) multiple to current and forecast earnings. Small deviations from expected growth targets, even if substantially above past performan作者: MELON 時(shí)間: 2025-3-23 03:32
Integrating Strategy and Responsibilitysses. A rising trend of scrutiny of non-financial performance will provide both risk and opportunity and will need to be firmly embedded in your STRATEGY approach. A broader notion of what a corporation is and a thoughtful program to pursue its broader objectives could respond to the need to address作者: cumber 時(shí)間: 2025-3-23 06:20 作者: 反省 時(shí)間: 2025-3-23 10:49
A New Approach to Leadershipwhich is worth exploring in greater detail. For navigating through the turbulence of the new paradigm will require that captains of enterprises adopt a new model of leadership: mastering and integrating the disciplines of their time, maintaining a clear sense of objective and direction, keeping a se作者: Acquired 時(shí)間: 2025-3-23 14:01
Content Phase I: Diagnosisugh each step of the prescribed process, you will be moving toward the goal of a comprehensive, thoughtful, and winning strategy. In order to make the structure and content of STRATEGY as clear and useable as possible, an example is developed throughout all phases of the approach. Although your own 作者: 噱頭 時(shí)間: 2025-3-23 20:51 作者: exhibit 時(shí)間: 2025-3-23 22:14 作者: TOM 時(shí)間: 2025-3-24 03:00
rategy presentation for readers to apply themselves. By following the examples in the book, the reader will be able to construct a world-class strategy and to present it in an effective manner. The approach integrates diagnosis, design, and implementation into one seamless flow from insight to actio作者: Mirage 時(shí)間: 2025-3-24 07:47
Principles of the New Paradigmk for businesses which operate within a new and incessantly dynamic paradigm which requires decisions and investments aimed at creating results in a future which is different from both the past and the present.作者: Infect 時(shí)間: 2025-3-24 11:39
Mastering the Growth Challengeth (or ex-growth) multiple to current and forecast earnings. Small deviations from expected growth targets, even if substantially above past performance, can have a catastrophic impact on share price and the careers of those involved in the companies falling short of expectation.作者: 狗窩 時(shí)間: 2025-3-24 16:36 作者: covert 時(shí)間: 2025-3-24 20:21 作者: obsolete 時(shí)間: 2025-3-25 01:45
A New Approach to Leadershiping prepared to tack quickly (or even to change direction entirely) as new risks and opportunities present themselves. While continually navigating by the horizons and not the headlines, modern leaders in the new paradigm will be charged with the traditional responsibility for overall performance while facing more complexity than ever before.作者: 牽索 時(shí)間: 2025-3-25 06:45 作者: phlegm 時(shí)間: 2025-3-25 07:57
https://doi.org/10.1057/9780230522855business; business strategy; organization; strategy作者: atrophy 時(shí)間: 2025-3-25 12:36 作者: 松軟 時(shí)間: 2025-3-25 17:40 作者: 平庸的人或物 時(shí)間: 2025-3-26 00:02 作者: irritation 時(shí)間: 2025-3-26 01:43
Getting Started on Your Own StrategyHaving completed your review of the process and content of STRATEGY, you are now ready to move forward to the creation of your own world class strategy and high quality strategy presentation. This final chapter will provide a precise set of instructions on how to move forward to start the process within your own business.作者: 仲裁者 時(shí)間: 2025-3-26 07:09
The Evolution of Business Strategyrate strategies and strategic budgets today are still set and executed through an approach that is essentially mechanical and uninspired. The past is extrapolated into the future, with little change from the status quo expected or planned. That traditional approach is frequently formulaic, occasionally repetitive. and usually tedious.作者: Catheter 時(shí)間: 2025-3-26 09:30
The Executive Summarytures before drafting an overall summary. Regardless of the length and structure, a clear and cogent summary of the major components of your strategy is essential. It will help to clarify your own thoughts and can provide better understanding for the members of your audience who are less familier or even entirely new to the exercise.作者: pericardium 時(shí)間: 2025-3-26 14:35 作者: plasma 時(shí)間: 2025-3-26 18:00 作者: 護(hù)身符 時(shí)間: 2025-3-26 22:23
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10樓
