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Welcome to the complex, high-tech, global knowledge, multicultural, multi-disciplinary, multi-educational, multi-generational, multi-ideological, and anticipated TURBULENT future business environment that impacts performance positively (oportunitiy) &/or negatively (threat); coupled with potential crisis &/or chaos.
Tamer Tamer Salameh
A new direction for Strategic Posture:
Below is a list of Buttons and descriptions of their content for Quick Acess, as follows:
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We will show you; how to apply knowledge and practice of Strategic Behavior for profit and/or growth in turbulent times? |
We help you plan and implement your Strategic Behavior to answer five questions:
1. Where are we now?
2. Where do we need to be?
3. How do we get there?
4. How do we lead and manage change?
5. Why not?
Strategic Posture 2.0 (Fundamentals)
Vision, Mission, Objectives, Goals, Turbulence, Strategy, Capability, Change, and Investment determines Success &/or Failure at scale over Time, while having Skin In The Game and Antifragility.
Vision, Mission, Objectives, Goals, Turbulence, Strategy, Capability, Change, and Investment determines Success &/or Failure at scale over Time, while having Skin In The Game and Antifragility.
Remember!
"All
Roads
Lead
to
Strategic
Posture.
Building a strategic posture to rebuild the future.
Strategic Posture 2.0
Our practice is from the general to the specific and vice versa at scale.
Helping you audit, diagnose, train, plan, and implement for your future strategic decision making.
The end product of strategic decisions is deceptively simple; a combination of products and markets is selected for the firm. This combination is arrived at by addition of new product-markets, divestment from some old ones, and expansion of the present position.
H. Igor Ansoff (Father of Strategic Management)
Warring!
Please Note: The provided material is only for illustration, review, and discussion. Given the dynamic nature of the business environment, propositions change. Considerations for relationships and domain of applicability, such as order (first, second-order effect, etc.), hierarchy, cause-effect, dependencies, multi-variants, trends, strength, weaknesses, opportunities, threats, and other imperatives, are implicit rather than explicit or not presented. Therefore, practical applicability is not advised before preparation and practice (please view 4obo for preparation and practice).
Management is, above all, a practice where art, science, and craft meet.
Henry Mintzberg
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In General; Strategic Management (soundless 40 second video)
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Specifically; Strategic Leadership (soundless 38 second video)
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Specifically; Strategic Information (soundless 39 second video)
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Partial References: Based on H. Igor Ansoff, Father of Strategic Mangement (1965 & 1979 and 1984) and main references from; Cohen, March, Olsen (1972), Mintzberg (1990 & 2013), Ackoff (1977), Cyert & March (1963), Chandler (1962), Lindblom (1959), Peters & Waterman (1982), Quinn (1980), Porter (1980) Kotler (1977) Drucker (1975), Dichter (1970), Steiner (1966) Ansoff & McDonnell (1988 & 1990), Hamel & Prahalad (1994), Goleman (1995), Ansoff, Declerk & Hays (1974), Salameh (1987), Simon & March (1958), Taleb (2001, 2010 & 2012), Trippi & Salameh (1989), Bandura (1997), Kotler (2010), Hamel (2010), Pfeffer (2011), Turban (2014), Christensen (2016) & Kotter (2017).
- A good manager is now by definition a leader. Equally, a good leader will also be a manager.
- John Adair
We apply our philosophy; by building on existing knowledge and/or new knowledge to create success through planning/implementing periodic and/or real-time interactions with turbulence.
We partner with you to answer the fundamental questions.
We encourage your interaction with us.
Welcome to the knowledge forest
and, the Fundamental Question is:
Why not?
It is your time for ACTION
Click Below
(Better now than later)
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