Value to the customer and the strategic leadership star
Article Abstract:
The strategic leadership star is a highly effective visual representation of the appropriate strategic behavior that an organization must act out in order to improve its customer service. This model describes the interrelation between the concepts and the techniques emerging from the fields of strategic thinking and change management that are pertinent to the improvement of customer-oriented strategic leadership. The topmost arm of the star represents the vision and mission of the company. The upper right arm of the star, on the other hand, describes value initiatives while the lower right arm signifies benchmarking measurement. The upper left arm represents the different process streams while the lower left arm involves the competencies and capabilities. Lastly, the arrows around the star is indicative of a specific sequential logic. Companies attempting to improve their strategic capabilities would do well to use the strategic leadership star as a guide.
Publication Name: Journal of General Management
Subject: Business, general
ISSN: 0306-3070
Year: 1995
User Contributions:
Comment about this article or add new information about this topic:
Wanted: a strategic planner for the 1990s
Article Abstract:
The role of strategic planning specialists is evolving. In the 1970s, these planners were tasked with creating a strategic planning process for the whole organization. By the following decade, strategic planning experts were performing strategic analyses to serve as guides to CEO in their decision-making. In the 1990s, the strategic planning function has become more flexible, more responsive to the changes in the business environment and more relevant to business operations. The strategic planner of the 1990s functions primarily as an extension of the CEO in ensuring that strategic concerns are managed to the advantage of the organization. Planning experts, as the CEO's extension, have two important tasks: setting standards for an integrated strategic planning process that works, and making sure that these standards are met.
Publication Name: Journal of General Management
Subject: Business, general
ISSN: 0306-3070
Year: 1992
User Contributions:
Comment about this article or add new information about this topic:
Management aspects of strategic partnering
Article Abstract:
Strategic alliances (SAs) between small dedicated biotechnology companies (DBCs) were studied. It was found that the development and implementation of SAs, also called strategic partnerships, go through three different stages. The pre-alliance stage involves looking for suitable partners and negotiating with the chosen partner. The second stage is the development of a legally binding alliance agreement between the two parties. The final stage is the implementation of the alliance. The study showed that most alliances between DBCs are highly successful. Findings suggest that the biggest determinant of an SA's success is managerial involvement.
Publication Name: Journal of General Management
Subject: Business, general
ISSN: 0306-3070
Year: 1992
User Contributions:
Comment about this article or add new information about this topic:
- Abstracts: Valuing tactical and strategic flexibility. Management accounting for the new manufacturing environment. Small firms, advanced manufacturing technology, and flexibility
- Abstracts: Marketing-oriented pricing strategies. Minding the store in the age of cyber-marketing
- Abstracts: Wave of violence shakes Guerrero state. Bombay wracked by sectarian violence. Italy grapples with Mafia violence
- Abstracts: In the trenches of welfare reform. Readers' views on defense savings
- Abstracts: Toward understanding marketing students' ethical judgment of controversial personal selling practices. Understanding m-commerce payment systems through the analytical hierarchy process