This book represents views, frameworks and practices on stimulating and realising our optimal potential as human beings in the context of a workplace where there is a desire to achieve shared goals and aspirations in order to accomplish positive economic, societal and environmental impacts and outcomes. It describes a vision of how life and work in organisations could be. We describe a new kind of organisation. Being a good person and doing good things while making profit are a real possibility for those management innovators who think beyond immediate trade-offs. In this book we explore management innovation as core study field and arena for re-inventing and re-imagining how people in organisations could execute management activities such as planning, organising, leading and controlling for multiple stakeholder satisfaction and benefits. Work can be much more joyful and fulfilling than we think, but it requires courage from us to take responsibility when freedom is offered.
This book utilises multiple contemporary strategy perspectives and practices to give leaders and strategy practitioner's deep insights about the dynamics and options available in developing good and robust strategies. The core of the book is about stimulating new strategic thinking and action to enhance the competitiveness of a firm. Navigating strategic possibilities involves the invention and re-invention of an organisation. Strategic leadership, as a part of this navigation journey, is an integral guiding force of the strategic choices an organisation makes to fulfil its future aspirations. In this book, the key strategic choices related to the competitive advantage and positioning of an organisation are presented in an integrated strategic architecture perspective, and the following seven strategic architecture building blocks are discussed: Strategic leadership as a key capacity that gives life, meaning and on-going momentum to the strategy of an organisation. The development of views on the external and internal strategic landscape and context of an organisation. Strategy formulation and development which include a menu of strategic options and choices to consider. The development of multiple futures perspectives for an organisation. Strategy execution practices to make it a lived reality for stakeholders. Strategy renewal and innovation practices to refresh the strategy on a continuous basis.
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