دانلود کتاب رویکرد اضطراری به استراتژی – طراحی و اجرای تطبیقی

If you want to get somewhere, you need to know where you’re going. Sounds unassailable. Every organization aims to know where it is going. It may be in the hope of discovering new places or reaching old ones using new routes. Either aim requires change and innovation—taking a system from one state to another, from one degree of capability to a better one. And this is true broadly, whether the system is a business or a person, a machine or a computer application, or an organization’s culture or skills. Even holding performance steady requires innovation because conditions change. Strategy, along with the other components of a framework—including goals, plans, projections, diagnosis, tactics, and metrics—is meant to guide decisions and actions toward reaching a (believed-to-be) desired state. The strategy and the rest of the framework should bring order to endeavors, reducing paralyzing anxiety (or blissful ignorance), and enable creative tension that drives change and innovation. The impulse for strategy has probably been around since humans could muster abstract thought and the possibility of multiple futures.