The Portable MBA in Strategy

Over 525,000 Copies of the Portable MBA Series Sold

Learn the best new ideas in BUSINESS STRATEGY from the brightest lights in the field

This Second Edition of the phenomenally successful Portable MBA in Strategy brings you the latest developments in strategic thought, analysis, and implementation from an all-star team of teachers, authors, and consultants. Harvard's Michael E. Porter shows you how to enhance competitive advantage through a global strategy. C. K. Prahalad explains how to create and leverage core competencies-a strategy that has led many organizations to overwhelming success. Jeffrey Sampler of the London Business School demonstrates how the Internet and the rapidly evolving e-business economy challenge many of our fundamental ideas about strategy.

H. Kurt Christensen and Anil Gupta map strategy alternatives for the corporate organization and its business units. Irene Duhaime demonstrates the relevance of strategy for small businesses. And John F. Mahon, Barbara Bigelow, and Liam Fahey explore political strategy-the need to manage relationships with the concerned segments of the public, trade associations, governmental agencies, community groups, and other stakeholders.

You'll find penetrating insights about strategy-making from David Collis of Yale, George Day of the Wharton School at the University of Pennsylvania, Ellen Hart of Gemini Consulting, and many others. To take advantage of the newest, most innovative, most effective ideas in business strategy from minds that thrive on the cutting edge, start reading The Portable MBA in Strategy, Second Edition today.

Table of Contents:
STRATEGY: WINNING IN THE MARKETPLACE.

Managing Marketplace Strategy (L. Fahey & R. Randall).

Corporate Strategy: Managing a Set of Businesses (H. Christensen).

Business Unit Strategy: The Quest for Competitive Advantage (A. Gupta).

Competing across Locations: Enhancing Competitive Advantage through a Global Strategy (M. Porter).

Strategy for the Small Business (I. Dahaime).

Digital Strategy (J. Sampler).

Political Strategy: Managing the Political and Social Environment (J. Mahon, et al.).

STRATEGY INPUTS: ANALYZING THE EXTERNAL AND INTERNAL ENVIRONMENTS.

Mapping the Business Landscape (D. Collis & P. Ghemawat).

Macroenvironmental Analysis: Understanding the Environment Outside the Industry (V. Narayanan & L. Fahey).

A Strategic Assessment of an Organization's Assets (L. Fahey).

Creating and Leveraging Core Competencies (C. Prahalad, et al.).

STRATEGY MAKING: IDENTIFYING AND EVALUATING STRATEGIC ALTERNATIVES.

Identifying and Developing Strategy Alternatives (M. Lyles & L. Fahey).

Evaluating Strategic Alternatives (G. Day).

MANAGING STRATEGIC CHANGE: LINKNG STRATEGY AND ACTION.

Strategic Change: How to Realign the Organization to Implement Strategy (R. Eisenstat & M. Beer).

Strategic Change: Reconfiguring Operational Processes to Implement Strategy (E. Hart).

Strategic Change: Managing Strategy Making through Planning and Administrative Systems (J. Grant & N. Rajagopalan).

Strategic Change: Devising a Context-Sensitive Approach to Implementation (J. Balogun & V. Hope-Hailey).

There Is No Universal Strategy Formula (I. Wilson).

About the Authors.

Index.

About the Author :
LIAM FAHEY, an Adjunct Professor of Strategic Management at Babson College and Visiting Professor of Strategic Management at the Cranfield School of Management, consults for leading North American and European firms on competitive strategy and analysis. A frequent speaker in executive education programs and business management conferences, he is the author of Competitors (Wiley, 1999).
ROBERT M. RANDALL heads a New York-based publishing business and writes strategy articles, books, and white papers. He has held management positions in several Fortune 500 companies and edited several magazines for corporate decision-makers. He and Liam Fahey also collaborated on Learning from the Future (Wiley, 1998), a guide to scenario planning for managers.