Managing from Clarity: Identifying, Aligning and Leveraging Strategic Resources

247 Pages·2001·12.43 MB·English

by  James L. Ritchie-Dunham

Managing from Clarity
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Managing from Clarity
Identifying, Aligning and Leveraging
Strategic Resources
James L. Ritchie-Dunham
and
Hal T. Rabbino
JOHN WILEY & SONS, LTD
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ISBN 0-471-49731-2
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JLRD To Leslie, the spark of my existence.
To the giants on whose shoulders we stand.
HTR To Luzma, my north and light of my path.
To my partners, for filling the journey with new challenges,
clear purpose and genuine laughter.
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Contents
Acknowledgements xiii
1 Introduction: Why Manage from Clarity?
What Does It Mean? 1
Call for action 1
The basic building blocks 2
The Managing from Clarity methodology 8
Case studies 23
2 The GRASP Map: Capturing and Integrating Expert
Understanding of the Business Model 25
GRASP map and analyses 26
Global goal analysis 27
Qualitative GRASP maps 37
Chapter learning summary 47
3 The Top to Bottom Gap: Making Explicit the Global
and Local Perspectives of the System 48
GRASP - global and local perspectives 48
Global perspective 50
Local perspective 61
Global goals analysis, revisited 67
'Current state' assessment 71
Chapter learning summary 75
viii Contents
4 Management's Job: Integrating the Local Perspectives to
Achieve the Global Perspective 76
Resource influence and exposure analysis 77
Stakeholder relationship assessment 85
Performance indicators 89
Structural and delay changes analysis 94
Summary of integrative perspective 95
Summary of global, local and integrative 97
Chapter learning summary 101
5 Key Resource Dynamics: Understanding the Drivers
of the Resource Bundles that Provide Competitive
Advantage 102
Key resource dynamics modeling 104
Leverage in key resource dynamics 107
Identifying key resources from QualMaps 109
Reference behavior pattern 109
Resource dynamics 110
Generic templates 111
Connecting resources and accumulation dynamics 117
'Net effect' resource stability analysis 121
Quantifying relationships 127
Simulation 134
Theory testing 136
Chapter learning summary 136
6 Resource Integration: Testing the Strategy for Superior
Performance 137
Connecting the resources 138
Leverage in advanced QuantMaps 143
Sector boundary diagrams 153
References for advanced system dynamics modeling 154
Chapter learning summary 155
Contents ix
7 Scenario Planning and Strategic Foresight: Testing the
Assumptions Underlying the Strategy 156
Studies of the future 157
Scenario planning 159
Leverage in scenario planning 163
Applying scenario planning to a systemic simulation 165
8 Learning Interfaces: Communicating the Robust Model 171
Learning interfaces background 171
Double-loop learning 172
Design issues for learning interfaces 176
Leverage in learning interface design 183
Chapter learning summary 186
9 Application Arenas 187
Performance measures/balanced scorecard 187
Systemic negotiations 191
Economic value added 196
Corporate strategy 198
High-velocity change 201
Chapter learning summary 204
10 Future Developments: The Strategist 206
The need for a certified corporate designer (CCD) 207
Qualifications for the certified corporate designer 211
Notes 212
References 220
Index 223