Sinofsky, Steven

One Strategy: Organization, Planning, and Decision Making

Sinofsky, Steven - One Strategy: Organization, Planning, and Decision Making, ebook


Ebook, ePUB with Adobe DRM
ISBN: 9780470590058
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Printing86 pages with an additional page accrued every 9 hours, capped at 86 pages
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Learn from the concepts, capabilities, processes, and behaviors that aligned around one strategy with the hard-won, first-person wisdom found in One Strategy.

Challenging traditional views of strategy and operational execution, this book-written by Microsoft executive Steven Sinofsky with Harvard Business School professor Marco Iansiti-describes how you can drive innovation by connecting the potential of strategic opportunities to the impact of operational execution.

  • Lessons from the unique combination of real-world experience managing a large scale organization with academic research in strategy and innovation
  • Reveals what it takes to align a complex organization around one strategy, manage its execution, and reach for "strategic integrity"
  • Written by Microsoft executive Steven Sinofsky with Harvard Business School professor Marco Iansiti-a combined forty years of management and research experience
  • A unique perspective on strategy development, alignment, and execution

Drawn from Sinofsky's internal Microsoft blog where he communicated some of the management processes the team put to work while developing a 4,000 person, multi-year project-Microsoft Windows 7-One Strategy shares the hard-won insights you can use to successfully make the leap from strategy to execution.

Keywords: Marco Iansiti, One Strategy, Microsoft, Windows 7, Harvard Business School, Innovator’s solution, strategy maps, execution premium, Robert Kaplan, David Norton, Michael Raynor, stall points, ambidextrous organizations, disruptive technologies, disruptive growth businesses, disruptive growth engine, sustaining technology relative, sustaining innovation relative, disruption diagram, new disruptive business, original value network, ecosystem, keystone strategy, disruptive footholds, unpredictable interdependencies, sustaining trajectory, rebar market, disruptive innovation model, overserved customers, interdependent architectures, emergent strategy process, new value network, disruptive products, disruptive companies, disruptive strategies, disruptive businesses, innovation, revolutionary innovation, operations strategy, strategic transformation, general manager in the middle

John Wiley and Sons, Inc.
Publication year
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288 pages
Printed ISBN

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