21st Century Management
Making People Dance in the Thought Economy
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38 Result(s)
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Mats Lindgren
Business and Management
Business Strategy/Leadership
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Book
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Chapter
The thought Economy
The big consequence of the megatrends and changes that we have seen in the previous chapters is the emergence of a new economy. The Old World that we’re leaving has been called by most the industrial society. ...
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Waltzing into the Future
During the 1990s the business landscape in most industries became more turbulent due to globalization and rapid technological change. This shift gave birth to a new stream of both popular and academic manageme...
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It Takes Two to Tango
Out of a hundred people (in Sweden, I have to add), how many do you think would say that they have their dream job? And in which industries/sectors (Sweden again) do you think that these people work? The answe...
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Building the Jamming Organization
Leading organizations is first and foremost about creating value. It’s about making the organization stronger, richer and fitter, with better processes, products and offerings. A primary mission for a manager ...
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A New Paradigm Emerging
Let’s start by refl ecting for a moment on the cascade of images and examples given in the previous chapter. What do they tell us about business and society in the early 2000s? Are we, as I strongly believe, h...
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Jazzing Up The Data
In June 2008, Wired’s Chris Anderson proclaimed the end of science-as-we-know-it, welcoming us with the above words to the Petabyte Age. The reasons why the Petabyte Age is different are plenty. For once, we don’...
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Getting Into the Swing of Things
Since the mid-1990s, innovation has become the number one buzzword in academia as well as in business. The reason is simple. In a world with a growing customer defi cit and hypercompetition the ability to deli...
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Dancing Cheek-To-Cheek
In the field of B2B- and B2C-relations, three trends are sha** the landscape. These might be called customer deficit, commodization and transformation. The first trend — customer deficit — is what it is: lac...
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Fragments of Change
Times are changing, that’s for sure. There are numerous examples in business and society indicating that things aren’t what they used to be. Issues connected to globalization, shifting of powers, increasing tu...
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Book
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Introduction
We chose to call this book Scenario Planning: The Link Between Future and Strategy because scenario planning is what we do as human beings all the time. The healthy brain is constantly writing scenarios, interpre...
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Why Is Scenario Planning Needed? Some Reasons from the Field of Strategy Research
For almost two decades we have worked with clients on strategy and strategic change. Numerous clients and participants in seminars and workshops have raised the question that caught our attention: ‘How do you ...
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The Principles of Strategic Thinking
Scenario thinking is by nature strategic, in the sense that it deals with the big picture. Therefore all that has been said earlier about the principles behind scenario thinking is applicable also to strategic...
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Scenario Planning: An Introductory Overview
What is a scenario? Are all descriptions of the future scenarios? And what can scenarios be used for?
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The Principles of Scenario Thinking
In the previous chapters we have introduced the arguments for scenario planning, given a brief background and introduction, and provided an in-depth description of scenario planning in practice. In Chapters 4 ...
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Scenario Planning in Practice
In the previous chapters we have given an overview of what scenario planning is all about, why it is needed and the principles of scenario and strategic thinking. Now it is time to show how to make use of scen...
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Book
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Chapter
Introduction
We chose to call this book Scenario Planning: The Link Between Future and Strategy because scenario planning is what we do as human beings all the time. The healthy brain is constantly writing scenarios, interpre...
-
Chapter
Why Is Scenario Planning Needed? Some Reasons from the Field of Strategy Research
For almost two decades we have worked with clients on strategy and strategic change. Numerous clients and participants in seminars and workshops have raised the question that caught our attention: ‘How do you ...
