Strategia

   

Strategia. Metodi, Modelli e Teorie (A-Z)

Strategia


3C's Modello Ohmae

4 S del Web Marketing Mix Constantinides

7 P Booms Bitner

7-S Framework (Struttura delle 7-S) McKinsey

Action Learning Revans

Acquisition Integration Approaches (Approcci per la Integrazione nelle Aquisizioni) Haspeslagh Jemison

ADL Matrice Arthur D. Little

Analogical Strategic Reasoning (Ragionamento Strategico Analogico) Gavetti Rivkin

Ashridge Mission Model (Modello della Mission di Ashridge) Campbell

Balanced Scorecard Kaplan Norton

Bases of Social Power (Basi del Potere Sociale) French Raven

BCG Matrice

Benchmarking

Blu Ocean Strategia Kim

Bottom of the Pyramid (Base della Piramide) Prahalad

BPR Hammer Champy

Brainstorming

Bricks and Clicks

Business Assessment Array

Business Intelligence

Business Process Reengineering (Riprogettazione del Processo di Business) Hammer Champy

Catastrophe Theory (Teoria della Catastrofe) Thom

Centralizzazione e Decentralizzazione

Change Approaches (Approcci al Cambiamento) Kotter

Change Dimensions (Dimensioni del Cambiamento) Pettigrew Whipp

Change Phases  (Fasi del Cambiamento) Kotter

Chaos Theory (Teoria del Caos) Lorenz

Clarkson Principles (Principii di Clarkson)

Clicks and Mortar

Clusters Porter

Co-Creation Prahalad Ramaswamy Prahalad Ramaswamy

Co-opetition Brandenburger

Competitive Advantage Nations (Vantaggio Competitivo delle Nazioni) Porter

Competitive Advantage framework (Schema del Vantaggio Competitivo) Porter

Contingency Theory (Teoria della Contingenza) Vroom


Core Competence Hamel Prahalad

Core Group Theory (Teoria del Gruppo Centrale) Art Kleiner

Corporate Reputation Quotient (Quoziente di Reputazione Aziendale) Harris-Fombrun

Crisis Management (Gestione delle Crisi)

FCS Rockart

Cultural Dimensions (Dimensioni Culturali) Hofstede

Culture Levels (Livelli Culturali) Schein

Customer Relationship Management

Delphi Method Helmer

Delta Modello Hax

Dialectical Inquiry (Inchiesta Dialettica)

Diamond Model (Modello del Diamante) Porter

Dimensions of Change (Dimensioni del Cambiamento) Pettigrew Whipp

Disruptive Innovation Christensen

Distinctive Capabilities (Capacita`Distintive) Kay

EFQM EFQM

Enterprise Architecture (Architettura di Impresa) Zachman

Entrepreneurial Government (Governo Imprenditoriale) Osborne

Experience Curve (Curva di Apprendimento)

Extended Marketing Mix 7P's

Five Forces (Cinque Forze) Porter

Force Field Analysis (Analisi del Campo di Forza) Lewin

Forget Borrow Learn (Dimenticare, Prendere in Prestito ed Imparare) Govindarajan Trimble

Game Theory (Teoria dei Giochi) Nash

Growth Phases (Fasi di Crescita) Greiner

GE Business Screen

Groupthink (Pensiero di Gruppo) Janis

Growth Share Matrix (Matrice Crescita/Quota di Mercato) BCG

Hierarchy of Needs (Gerarchia dei Bisogni) Maslow

Horizontal Integration (Integrazione Orizzontale)

Hoshin Kanri - Policy Deployment

Impact/Value framework (Struttura Impatto/Valore) Hammer

Implementation Management (Gestione della Implementazione) Krüger

Industry Change (Cambiamento di Settore) McGahan

Industry Life Cycle (Ciclo di Vita del Settore)

Innovation Adoption Curve (Curva di Adozione della Innovazione) Rogers

Instrumental Approach of Stakeholder Theory (Approccio Strumentale della Teoria dello Stakeholder)

Intrinsic Stakeholder Commitment (Impegno Intrinseco degli Stakeholder)

Kaizen philosophy (Filosofia Kaizen)

Kepner-Tregoe Matrice

IPC Rockart

Leveraged Buy-out

Management Buy-out

Management by Objectives (Gestione per Obiettivi) Drucker


Managing for Value McTaggart

Marketing Mix 4P 5P's McCarthy

McKinsey Matrice

Mergers and Acquisitions approaches (Metodi di Fusioni ed Acquisizioni)

Mind Mapping (Mappe Mentali)

Modeling business processes

Moral Purpose (Scopo Morale) Mourkogiannis

Network Economy Kelly

Normative Approach of Stakeholder Theory (Approccio Normativo della Teoria dello Stakeholder)

MSP OGC

Office of Strategy Management (Ufficio di Gestione della Strategia) Kaplan Norton

Operations Research (Ricerca Operativa)

OODA Loop Boyd

OPM3 PMI

Organizational Configurations (Configurazioni Organizzative) Mintzberg

Organization Chart (Organigramma)

Outsourcing

Parenting Advantage Goold Campbell

Parenting Styles (Stili di Parenting) Goold Campbell 

PARTS Brandenburger

Performance Categories Baldrige

Performance Management (Gestione delle Performance)

Performance Prism (Prisma delle Performance)

PEST Analisi

Plausibility Theory (Teoria della Plausibilità)

Portfolio Analysis (Analisi del Portafoglio)

Product Life Cycle (Ciclo di Vita del Prodotto) Levitt

Product/Market Grid (Griglia Prodotto/Mercato) Ansoff

Profit Pools (Centri di Profitto) Gadiesh, Gilbert

Real Options (Opzioni Reali) Luehrman

Relative Value of Growth (Valore Relativo di Crescita) Mass

Resource-Based View Barney

Risk Management

Root Cause Analysis (Analisi delle Cause alla Radice)

Rule of Three (Regola del Tre) Sheth

Scenario Planning (Pianificazione dello Scenario)


Seven Surprises (Sette Sorprese) Porter

Shareholder Value Perspective (Valore Atteso dagli Azionisti)

Simulation modeling

Six Thinking Hats de Bono

Skandia Navigator Leif Edvinsson

SLEPT Analisi

SMART Drucker

Soft Systems Methodology (Metodologia dei Sistemi Soft) Checkland

Spin-Off

Spiral Dynamics (Dinamiche a Spirale) Graves

Stage-Gate Cooper

Stakeholder Analysis

Stakeholder Mapping

Stakeholder Value Perspective (Prospettive di Valore per gli Stakeholder)

STEEPLE Analisi

Strategic Alignment (Allineamento Strategico) Venkatraman

Strategic Intent (Intento Strategico) Hamel Prahalad

Strategic Risk Management (Gestione Strategica del Rischio) Slywotzky

Strategic Stakeholder Management (Gestione Strategica degli Stakeholder)


Aggiungi un metodo/modello


Strategic Triangle (Triangolo Strategico) Ohmae

Strategic Thrusts (Spinte Strategiche) Wiseman

Strategic Types (Tipi Strategici) Miles Snow

Strategy Dynamics (Dinamiche della Strategia) Warren

Strategy Map (Mappe Strategiche) Kaplan Norton

STRATPORT Larreche

SWOT Analysis (Analisi SWOT)

Systems Thinking / Dynamics (Pensiero Sistemico/Dinamica) Forrester

TDC Matrice Internet

Ten Schools of Thought (Le Dieci Scuole di Pensiero) Mintzberg

Theory of Constraints (Teoria dei Vincoli) Goldratt

Theory of Reasoned Action (Teoria della Azione Ragionata) Ajzen Fishbein

Three Dimensional Business Definition (Definizione Tridimensionale del Business) Abell

Trajectories of Industry Change (Traiettoria di Cambiamento di Settore) McGahan

Turnaround Management

Twelve Principles of the Network Economy (Dodici Principii della Network Economy) Kelly

Value Based Management

Value Chain (Catena del Valore) Porter

Value Creation Index

Value Disciplines (Discipline del Valore) Treacy Wiersema

Value Mapping Jack

The Value Net Brandenburger

Value Profit Chain (Catena del Profitto) Heskett

Value Stream Mapping (Mappatura del Flusso di Valore)

ValueReporting Framework PWC

Vertical Integration (Integrazione Verticale)

VRIN Barney

più

 
Strategia Forum
  Come misurare la Vision?
Senza considerare i processi o il modello di business il concetto fondamentale più difficile da sviluppare, valutare o gestire è la “Vision„. Provatelo. Invito gli altri utenti a specificare come misurano la “vision„ o come riconoscono una buona “vis...
     
 
  Difference Between Strategy Approaches and Strategy Concepts
Hi, can someone please explain the difference between a strategy approach and a strategy concept? I'm not sure if I get it right, but to my mind an approach (like Resource-based View) describes a way to interpret the reality.
Whereas a strategy ...
     
 
  Organisational Development Strategy versus Business Strategy
Hi, please help, I'm struggling to understand the difference between an Organisational Development Strategy and a Business Strategy. How do they differ and how do they link?...
     
 
  The Role of the Board of Directors in the Strategy Process
If strategy is to guide the organization, then it certainly must be guided by what by law, if not actual fact, is the organization´s key governing body, the Board of Directors (BOD).
1. To what extent should the BOD participate in setting strate...
     
 
  What Makes a Person Into a Strategist?
It is really difficult to become a strategist without having the personality / behavior that makes a person into a strategist. I believe a strategist' personality is the product of proactive behavior.
     
 
  What is a Strategy?
Unless a definition of "a strategy" is agreed upon by those who will have to use it and act by it, no "strategic planning" of whatever flavor will do. Yet, it is an illusion to fancy that one doesn't need a strategy. Let's make it clear. I define a s...
     
 
  What is Strategic Management?
In the business environment people talk of strategic planning, strategic implementation, strategic direction, strategic fit, strategic flexibility, dynamic environment, turnaround strategy, downsizing, divergence and convergence and manymore.
E...
     
 
  Implementation/Formulation Strategy Matrix
Properly formulated strategies that are actively managed lead to success. The Implementation/Formulation Strategy Matrix has 4 quadrants to be considered when developing a strategy:
1. WISHFUL THINKERS
- Implementation: Not Managed
- ...
     
 
  Normative / Reductive Strategy?
Hi, can anybody provide me more information related to the topic normative / reductive strategy. I'll be very thankful....
     
 
  Outsourcing Manufacturing
Some US manufacturing firms still find it advantageous to source their manufacturing from China and other Asian countries.
How are the strategies of these firms different from those who decide to locate in Guadalajara?...
     
 
  Customer Attractiveness Matrix
This is an important method for customer segmentation. I missed this method in the dictionary. Maybe it is in there under a different name. It describes the customer attractiveness versus the suppliers strength or position with the customer. Also kno...
     
 
  Strategic Marketing Decision
What are the elements of a strategic marketing decision?...
     
 
  Main Factors of Strategy Formulation
Question. What are the main factors that needed to be considered during the formulation of strategy?...
     
 
  Strategy-Driven Requirements Engineering
In Australia as elsewhere I've seen many organisations that can and do articulate their highest strategic goals, objectives etc but then have no idea of how to execute upon that strategy in terms of implementing IT systems that really do help ...
     
 

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Community di Interessi

Strategia Corsi & Eventi


Corsi, Seminari ed Eventi


Migliori Pratiche - Strategia Premium
  Is Strategy Development a 'Chaotic' Process?
According to Stacey (1993) 'organisations are complex adaptive systems and the patterns in the actions of organisations, which are their strategies, emerge unpredictably in self organising processes.' This accords with the view of 'strategy developme...
     
 
  Should Executives Become More Strategic?
A while ago we had 2 interesting discussions at 12manage "Strategic Planning must be Dynamic" and "Developing an Agile Top Management Team". I was mad...
     
 
  Operations Strategy versus Business Strategy
What are the the differences between the operations strategy and the business strategy? And what do they have in common? Thanks for your replies....
     
 
  Standardization: Tactic or Strategy?
Question, is standardization a strategy or a tactic and why?...
     
 
  What is Strategic Quality Planning?
I am a student researching about strategic quality planning. How do we develop a strategic quality plan? What are the processes involved? What are the considerations in making such a plan? Thanks for your input......
     
 
  Mission: To achieve the Vision
How's this for a novel approach. Every organisation, the world over, has the same Mission. It's simply 'To achieve the Vision'....
     
 
  What is Strategy?
If creativity is making the complicated simple, then we can see strategy as the process of transforming creativity into value for the stakeholders....
     
 

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