Autorentext

Roberto Vassolo is a Full Professor of Strategic Management at IAE Business School, Universidad Austral.

Natalia Weisz is a Full Professor of Leadership at IAE Business School, Universidad Austral.

Benjamin Laker is a Full Professor of Leadership at Henley Business School, University of Reading.

Klappentext

Effective strategic management education and practice must focus on the whole team rather than the individual - this book guides readers towards collaborative excellence in strategizing and decision-making by taking such an approach.

Organized into four interlinked parts, this book offers readers the conceptual resources to critically rethink how strategic leadership capability can and should be developed in top management teams, along with practical interventions to implement this vision. Each chapter begins with a clear justification of its importance, asserting alignment and relevance. By laying out the objectives and drawing connections between chapters, teams are better positioned to see both the individual trees and the overarching forest of strategic management. A myriad of field-based insights and team-focused examples serve as a launchpad for collaborative discussions grounded in real-world dynamics. Readers will learn how to implement strategic management principles effectively, maximizing both individual and collective potential.

With chapters supporting a modular executive education program, this exciting new title will also be a valuable resource for MBA students, advanced undergraduates, future business leaders, consultants, and reflective practitioners.

The work is fully supported by a variety of online resources including downloadable participant handouts and templates for key exercises, together with an adaptable core slide deck.

Inhalt

Part 1: Conceptual Groundwork 1. Setting the Challenge: Foundations for Developing Strategic Leadership Capability 2. The Environment, the Team, and the Person 3. The Model for Improving the Strategic Leadership Capability Part 2: The General Models of Strategic Management 4. Conversations about the Future ****5. Making Sense of Transitions 6. Making Sense of the Portfolio Part 3: The Course Agenda 7. Program Design for Developing Strategic Leadership Capability 8. Guiding Conversations around Strategic Problems 9. Learning to Update One's Own Managerial Capabilities Part 4: The Strategic Planning Agenda 10. The Hidden P&L in Strategic Planning 11. Guiding the Strategic Planning Process 12. From Strategy to Personal Agenda