The application of systems theory to today’s businesses is a direct result of the enhancements that stem from globalization. In order to remain competitive in the new global environment, companies must alter their managerial methods and strategies. Systemic Approaches to Strategic Management: Examples from the Automotive Industry addresses the issues that industrial companies face in the current era of globalization and how the application of systems theory has affected their performance. Highlighting issues such as theoretical approaches of systems theory, production strategies, and organizational structure, this book is a pivotal reference source for practitioners, students, engineers, technicians, business managers, and economists interested in systems theory application in the management of industrial companies.

Easy-to-follow and understand, The Systems Thinking Approach to Strategic Planning and Management presents the first practical application of "systems thinking", a concept first introduced by Peter Senge in the Fifth Discipline as a new, better and elegantly simple A-B-C approach to strategic management, planning, and change. It provides a unique S

Our socio-economic systems continue to grow and evolve. We need to acknowledge that, consequently, our decisions often fail – they are ineffective and create unexpected side effects. The speed of execution is increasing constantly and markets and systems respond almost immediately, making decision-making challenging. There is little or no room for failure.This important new book analyses real world strategy and policy challenges, addressing the interconnectedness of the markets/systems we live in. It provides a step-by-step approach using systems thinking to solve complex problems in socio-political as well as business environment. It proposes a technique with which to better understand the problems and the context in which they arise, and tools to directly inform each step of the decision-making process. The book explores the main innovation that systemic thinking introduces – the emphasis on defining the problem creating system, which is made up of interacting parts, rather than prioritizing events that need immediate fixing.The case studies, examples and the approach proposed can be used to better understand reality and its complexity, and to integrate stakeholders for a better solution. Practically, it can be used to identify problems, analyse their boundaries, design interventions, forecast and measure their expected impacts, implement them and monitor and evaluate their success/failure. The book touches upon global issues related to policy making and strategic management, as well as issues related to sustainable development for both the public and private sector.

Due to the dramatic shifts in the knowledge economy, this book provides a significant departure from traditional strategic management concepts and practice. Designed for both advanced students and business managers, it presents a unique combination of new strategic management theory, carefully selected strategic management articles by prominent scholars such as Gary Hamel, Michael Porter, Peter Senge, and real-world case studies. On top of this, the authors link powerful new benchmarks in strategic management thinking, including the concepts of Socio-Cultural Network Dynamics, Systemic Scorecards, and Customer Knowledge Management with practical business challenges and solutions of blue-chip companies with a superior performance (Lafite-Rothschild, Who's Who, Holcim, BRL Hardy, Kuoni BTI, Deutsche Bank, Unisys, Novartis).

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

Innovative ruptures of traditional boundaries in value chains are requiring companies to rethink how they go to market, what they need to own, what they need to retain and innovate as core competencies, and how they innovatively deal with suppliers and customers. The key message of the book is that the new knowledge-networked innovation economy requires a totally different strategic management mindset, approach and toolbox, and its major value-added is a new strategic management approach and toolbox for the innovation economy - a poised strategy approach. Designed for both managers and advanced business students, the book provides a unique combination of new management theory, selected managerial articles by prominent scholars such as Clayton Christensen, Henry Chesbrough, Sumantra Ghoshal, Quinn Mills, and Peter Senge, and a wide array of real-world case examples including GE, Shell, IBM, HP, BRL Hardy, P&G, Southwest Airlines and McGraw-Hill, within the dynamics of industries such as airlines, energy, telecommunications, wine & beverages, and computing. The authors illustrate powerful new strategic innovation concepts and tools, such as poised strategy for managing multiple business models, poised strategy scorecards (moving beyond the well-known balanced scorecard), the wheel of business model reinvention, and organizational rejuvenation methods. The book includes the concepts of: Poised Strategic Management, Organizational Rejuvenation, Business Models as Platform for Strategy, Poised Scorecards, Identifying Sources of Innovation in Business Ecosystems.

This volume includes 37 papers of mathematics or applied mathematics written by the author alone or in collaboration with the following co-authors: Cătălin Barbu, Mihály Bencze, Octavian Cira, Marian Niţu, Ion Pătraşcu, Mircea E. Şelariu, Rajan Alex, Xingsen Li, Tudor Păroiu, Luige Vlădăreanu, Victor Vlădăreanu, Ştefan Vlăduţescu, Yingjie Tian, Mohd Anasri, Lucian Căpitanu, Valeri Kroumov, Kimihiro Okuyama, Gabriela Tonţ, A. A. Adewara, Manoj K. Chaudhary, Mukesh Kumar, Sachin Malik, Alka Mittal, Neetish Sharma, Rakesh K. Shukla, Ashish K. Singh, Jayant Singh, Rajesh Singh,V.V. Singh, Hansraj Yadav, Amit Bhaghel, Dipti Chauhan, V. Christianto, Priti Singh, and Dmitri Rabounski. They were written during the years 2010-2014, about the hyperbolic Menelaus theorem in the Poincare disc of hyperbolic geometry, and the Menelaus theorem for quadrilaterals in hyperbolic geometry, about some properties of the harmonic quadrilateral related to triangle simedians and to Apollonius circles, about Luhn prime numbers, and also about the correspondences of the eccentric mathematics of cardinal and integral functions and centric mathematics, or ordinary mathematics; there are some notes on Crittenden and Vanden Eynden's conjecture, or on new transformations, previously non-existent in traditional mathematics, that we call centric mathematics (CM), but that became possible due to the new born eccentric mathematics, and, implicitly, to the supermathematics (SM); also, about extenics, in general, and extension innovation model and knowledge management, in particular, about advanced methods for solving contradictory problems of hybrid position-force control of the movement of walking robots by applying a 2D Extension Set, or about the notion of point-set position indicator and that of point-two sets position indicator, and the navigation of mobile robots in non-stationary and nonstructured environments; about applications in statistics, such as estimators based on geometric and harmonic mean for estimating population mean using information; about Godel’s incompleteness theorem(s) and plausible implications to artificial intelligence/life and human mind, and many more.