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  • Opening Strategy

  • Professional Strategists and Practice Change, 1960 to Today
  • By: Richard Whittington
  • Narrated by: Matthew Lloyd Davies
  • Length: 12 hrs and 56 mins
  • 5.0 out of 5 stars (1 rating)

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Opening Strategy

By: Richard Whittington
Narrated by: Matthew Lloyd Davies
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Publisher's Summary

Opening Strategy recounts the origins and development of strategy as a profession from the middle of the last century to the present day. In particular, it focuses on how strategic planning superseded long-range planning, and the more recent rise of strategic management and open strategy. Together, these practices have contributed to growing inclusiveness and transparency in contemporary organizations.

Informed by interviews with corporate strategists at leading companies around the world, eminent consultants at firms such as Bain, the Boston Consulting Group, and McKinsey & Co., and the internal archives of strategic innovators such as General Electric and Shell, this book provides vivid insights into the trials and tribulations of practice innovation in strategy, and stresses the hard work of the little recognized and sometimes eccentric innovators within the profession. By building on a wide range of examples, covering both successes and failures, the book draws out general lessons for practice innovation in strategy. Those studying the topic will be able to set standard strategy techniques in historical and social context and develop new areas for investigation, while practicing executives and consultants should gain a sense of how to innovate in strategy - and how not to.

©2019 Richard Whittington (P)2019 HighBridge, a division of Recorded Books

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A history of strategy - great insights

It’s long, but that is the benefit of audio and I don’t like the alternative of a 80 page book that been padded out to 230 pages that ubiquitous in the genre. I suggest you makes notes of your own corporate experience of strategy and compare it to Whittington’s wide ranging discussion with the agents and actors in this book: management consulting firms, corporates and individuals. I particularly liked his insights into open strategy near the end and the precarious nature of strategy as a discipline. I found myself thinking of how you could judge an action driven because of precarious circumstances of the management consultant. Is the action beneficial to only one or both parties? Are the benefits always overstated? Is history too hastily forgotten in chasing the new?

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