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| Get ahead with growth | June, 2009 | ||||
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Dear Welcome to the June e-newsletter. I start this month with "a quick word from our sponsors" as the classic US radio line goes. Those of you who receive the e-newsletter but don't yet belong to the SPS should get a copy of the new issue of Strategy Magazine. We believe you'll be impressed. Combine this with the membership of Shaping Tomorrow, the copies of Long Range Planning and other benefits, and the membership fee looks like a recession-busting formula for your strategic information needs. So get online and join us. 
James Leaton Gray, Chairman |
» In this issue: SPS news Research and insight Events and workshops |
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| » SPS news | ||||
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Strategy Magazine published 
Members will soon be receiving their copies of the June issue of Strategy Magazine.
Our focus this summer is on balancing long-term strategic planning with the immediate demands created by the upheaval of recession. The message is clear: winning organisations need to successfully manage both. Topics covered within this issue include a new approach to managing long-term growth alongside the day job - see below; how structured leadership will avoid panic created by economic pressure and lead to coherent positive change for the future; and dealing with the stress points that threaten to stifle innovation in any economic climate. Also included are the winners of the Strategic Value in Corporate Reporting Awards and details of what set them above their peers. As part of our focus on annual reporting, we also explore the value of narrative in reports, and the role of sustainability within that narrative. If you are not a SPS member but are interested in joining, you can request a sample copy and membership details: email us or visit the SPS website and provide your details. |
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Call for papers for special issue of Long Rage Planning A special issue of Long Range Planning entitled 'Social Software: Strategy, Technology, and Community' is looking for papers. It will be guest edited by Dominique Foray (EPFL), Georg von Krogh (ETHZ), Stefan Haefliger (ETHZ), and Eric Monteiro (NTNU). The deadline for submissions is 31 July 2009 for extended abstracts, and 30 November 2009 for full papers. For more information there are details on the LRP website (opens PDF). |
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Overcoming resistance to strategic planning from board members 
Board members see strategic planning as a parallel distraction or displacement activity, not connected with the real world. Solutions to get buy-in from the board may involve co-opting them into the design of strategy, involving them in a visioning exercise, or a more direct approach of 'don't label it – just do it'. Join over 300 strategists in the SPS Group on LinkedIn to discuss this and other issues.
Discussion threads also focus on which is more important, financial analysis or non-financial evaluation? And what the phrase 'business model' means to practitioners. Why not join the debate? |
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| » Research and insight | ||||
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Get ahead with growth In issue 20 of Strategy Magazine we looked at how running a successful business in a downturn requires an appreciation of two distinct roles, managing the day-to-day operations and building for the future, in essence wearing 'two hats' at the same time. Andrew Lester, founder and chairman of Carr-Michael Consulting, growth management specialists, outlined the arguments in his new book Two Hats Are Better Than One. He explained how winning organisations recognise that running the day job requires a different management and operating style to that required for delivering new growth, and individuals involved in both aspects need the flexibility to work in different ways on each.
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The Future of Management: Where is Gary Hamel leading us? In volume 41, number 5 of Long Range Planning Robert M Grant explored Hamel's book, The Future of Management. He examined the two central arguments: that management systems are founded on an obsolete paradigm; and that management innovation alone will provide future competitive advantage. Grant agreed with far-reaching changes in structures, systems and leadership styles for successful twenty-first century management, but not with Hamel's new management paradigm based upon distributed innovation, participative decision making and market-based mechanisms. Instead he saw the extension of existing management principles and practices as the solution.
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Recession: Are things looking up? Things are looking up; we have passed the worst; green shoots are emerging. Or are they? Despite a sense that the mood is changing, not everyone agrees - some commentators see the current good news as a false dawn; that far worse is to come over the next few years. We may be facing a second, deeper downturn, rather than the bottoming out of the crisis or even the beginning of an upswing of the cycle.
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| » Events and workshops | ||||
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Strategy events Creating the strategy management process; innovation and creativity in a complex world; building strategic alliances; and business process management. For a round-up of this summer's worldwide events visit the Strategist's Diary. |
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Ashridge Open Programmes The SPS and Ashridge have teamed up to offer SPS members some exclusive benefits, the first of which is a 10% discount on any of Ashridge's open strategy programmes. Ashridge has a wide variety of short, residential programmes to help individuals and organisations to achieve their development needs. These programmes focus on blending the practical experience of their faculty with leading-edge business thinking, to inspire and challenge you. In addition, learning in small classes – typically 12–30 participants – promotes collaboration on your own issues and ensures individual support, enabling all participants to return, better able to transfer learning to the workplace. For more details, visit Ashridge. Please quote your SPS membership number when booking. |
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