| This book approaches strategy-making in a way that is designed to assist most organizations develop strategy appropriate to their size, purpose and resources. It provides a much needed guide to the strategy-making process by: elaborating the key concepts and theories of strategic management; illustrating through case vignettes the issues inherent in the process of strategy making; and providing extensive and detailed practical guidelines on the methods, techniques and tools employed in the case vignettes. These three aims are reflected in the three-part structure of book. All three parts are closely cross-referenced and integrated to each other throughout in a way which allows the reader to dip into any part of the book and be drawn into the fuller aspects of the processes discussed. The integrated whole forms a cycle or 'journey' of strategy making, which the reader is introduced to in Part One. The reader is not expected to take away from the book a recipe for working, but a better understanding of strategy as predominantly process-oriented. Key themes are: the crucial significance of political feasibility; the role of participation; emphasis on stakeholder management; thinking about alternative futures within the overall process of strategy making; and using computer support for strategy making, organizational learning and strategy delivery.
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