Making Strategy, The Journey of Strategic Management

Book Review

By Glenn Strange, CMC
Azure Consulting Limited
www.azureconsulting.ca
glennstrange@azureconsulting.ca

Book Title: Making Strategy, The Journey of Strategic Management
Authors: Colin Eden & Fran Ackermann
Publication Information: Published in 2004 by Sage Publications ISBN: 0 7619 5224 1

Author Profile for Colin Eden and Fran Ackermann
Colin Eden is Professor of Management Science at the Strathclyde Business School, University of Strathclyde; Fran Ackermann is Senior Lecturer in Management Science at the University of Strathclyde.

Why This Book is of Value to Management Consultants:
This new three level introduction to the process of strategy making provides a thoroughly integrated resource for all those concerned with translating strategic theory into management practice. The book is closely cross referenced throughout covering the three important sections of the book - theory and concepts, vignettes and practice, methods, tools & techniques. This book should be an essential reference guide to all Management Consultants engaged on client IS/IT strategy formulation studies. The book will equally appeal to MBA students and M.Sc student in Management Science.

Summary:
The book is organized into three distinct parts: Part 1 Theory and Concepts - this is the lifecycle or journey of strategy making. It sets out the arguments for strategy making and the processes involved. Part 2 Vignettes is essentially case studies putting strategy into action and real life circumstances. Part 3 Methods, Tools and Techniques provides detailed practical guidelines for using the techniques that are deployed in the case studies. This part of the book links computer science and software modeling with management science and prescribed techniques of management consultancy. This book is particularly appealing because of its unique system of cross referencing. It is possible to navigate between all three parts of the text is a very meaningful way. For example: you may select a particular topic in Part 1 Theory and Concepts and then move directly to the relevant section in vignettes to determine how the theory worked in an organizational setting. This works in terms of both backward and forward navigation throughout the book. This is similar to the hyperlink principle within web sites.

This Book Has Been Designed to Appeal to Four Main Audiences:

MBA Students or final year undergraduates in Business
Management or Business Consultants involved with the formulation of strategy
Postgraduate Students in M.Sc Management Science
Reference material for academic colleagues involved in teaching strategy

The Book is Best Addressed in the Following Manner:

Part 1 - Theory and Concepts

C1 The journey of strategy making

C2 Strategy making as a journey

C3 The political feasibility of strategy

C4 The art of good journey making

C5 Detecting emergent strategizing

C6 Developing strategic intent

C7 Stakeholder analysis and management

C8 Managing alternative futures

C9 Strategy making closure

C10 The journey making model - summary

Part 2 - Vignettes ( Case Studies )

References

Part 3 - Practice, Methods, Techniques and Tools

ChP1 Detecting emergent strategizing

ChP2 Detecting emergent strategizing- working with teams

ChP3 Strategy making - working with teams

ChP4 Strategy making - working with teams - managing stakeholders

ChP5 Managing Process

ChP6 Analysis, maps and models for workshops

ChP7 Delivering strategy closure

ChP8 Delivering strategy, communication, management and review

ChP9 The intervention: the facilitator and the client

The Authors have provided an important contribution in advancing theoretical concepts in strategic thinking. They have provided the right blend of theoretical instructional material with practical examples and excellent use of Case Study materials. The work is presented in a very meaningful and organized manner and will become a valuable source of reference material for Management Consultants engaged upon strategy development assignments. Of particular benefit will be the extensive cross referencing system provided throughout this book. The book is particularly powerful in demystifying complex strategic theory and explaining how this works in real organizational settings. The authors have not only succeeded in the provision of instructional material but challenge the reader to both think and address specific case study issues. The case studies are excellent and instrumental in bringing both theoretical and practical studies into alignment.