Organizations today face fast-moving environments where strategic decisions have to be made on the spot. Potential sources of disruptive change include hypercompetition, global markets, technology obsolescence and innovation, and economic downturns. Those who respond in real time to these unexpected environmental forces can transform them into competitive advantages.

Dynamic Strategy-Making offers a sustainable, real-time approach that lets organizations chart their long-term direction while staying flexible to adapt to fast-moving events. Based on decades of work with a wide range of clients, the authors focus on the important how of the strategy-making process that they integrate with the what of strategic content. In doing so, they give readers a plan where formulation and implementation are woven together from the outset of the discussion. This plan includes:

* A 4D framework that builds on decades of strategic knowledge and practice for managers to make a strategic assessment.
*

The concept of a strategic system to assure that the workforce "behaves" the strategy.
*

Insight into crafting a written statement of strategic direction that effectively launches the strategic system.
*

The use of guided involvement to stimulate strategic content and to build management consensus and workforce commitment.
*

A new role for consultants in facilitating real-time strategy as they guide managers and the workforce through the process.

Dynamic Strategy-Making provides a complete guide for developing a real-time action plan. The book describes the case of how a top management group creates and implements a successful strategy by identifying new market opportunities, while making changes leading to higher performance. Other examples of strategic success and failure are included. This ground-breaking resource speaks to leaders of organizations, strategy consultants, teachers of strategy and organization, and managers who want to know more about the latest in combining action with strategic thinking.