Strategy

This book describes Malik's strategic solutions for the Revolutions of the New World, which are already underway. They are part of the Great Transformation 21 which the author will address in the book.In the six parts of this book, he will first look at the dynamics of the Great Transformation 21, its inherent risks of crisis and its opportunities, as well as the labor pains that the New World is suffering. After that, he will deal with the amazingly effective cybernetic systems for strategic navigation and the strategy maps required for that, as well as the empirical quantification of businesses, both existing and yet unknown, which will help break the new territory of innovation. Finally, Malik will reveal the patterns that the tidal currents of great transformations invariably follow, as well as the economic dynamics resulting from them and the strategies required to deal with them.In the last part of the book he will describe the revolutionary new methods that enable us to master groundbreaking strategic change with great precision and unprecedented time compression - at the "speed of light", so to speak. This way, even enormous corporate growth and size can be managed and turned into true strengths, with perfect ease and using innovative approaches where conventional approaches have proven useless.

ContentsPreface 19Strategic Solutions for REvolutions 19The New Challenges 19The Right Knowledge 21The Right Strategy for the Great Transformation21 23The Revolution in the Great Transformation21 24Innovative, Intelligent and Right Solutions 25Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26Key Propositions 28A Word On the Terms Used 30Part I: Strategy for the Great Transformation211.What Strategy Looks Like When the Future is Unknown 372.The Great Transformation21 41The Old World Ends as a New World Is Born 43Megachange in Megasystems 44The Current Crisis as the New World's Birth Pangs 45It Takes More than Economics to Understand the Global Economic Crisis 46Anglo-Saxon Corporate Governance-A Machine of Destruction 47Complexity and Management Crisis: The Absence of Neuronal Systems 50Third Act of the Crisis: Deflation 51The New Way of Functioning: Mastering Complexity 533.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55Strategic Delusion by Operational Data 55Operational and Strategic Management 60Strategic Thinking Traps 66Part II: Strategy as Master Control in the Wholistic Management Systems1.Making Companies Function Well 77Enhancing Management Impact Through Management Support Systems 77Right and Good Management-Universally Valid 78Management, Financial Markets, and Alpinism 81A Practical Hint for Readers in the Know 82What are Master Controls? 83The Basic Management Model and Its Basic Concepts 84Management of Institutions: The General Management Model 85Management of People: The Standard Model of Effectiveness, or "Management Wheel" 88The Integrated Management System-IMS 89Integrated Strategy as a Top Cross-Divisional Function 922.Providing Direction Through Corporate Policy and Business Mission 95The Right Purpose 95The Right Mission 100The Right Performance 106Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance1.Revolutionizing Strategic Navigation 113The Malik-Gälweiler Navigation System 114The Right Strategy for a Future Unknown 117Putting an End to Arbitrariness in Strategy Design 117Looking Further Into the Future-Without Forecasts 119Time Constants and System Dead Time 119Limitations of the Market Economy: Why Economists Do Not See Far Enough 120What Must Be Monitored: Variables for Control and Orientation 121Reliable Function With Cybernetic Control Systems 1222.Reliable Control Through Cybernetic Navigation 124First System Level: Liquidity 124Second System Level: Profit 129Third System Level: Current Profit Potential (CPP) 131Fourth System Level: Future Profit Potentials (FPPs) 1363.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143The Solution-Invariant Customer Problem 147Solution Technologies 154Socioeconomic Trends 157Market Position 159Investments and Cost Reduction Potentials 166Research and Development Objectives 168Finance and Balance Sheet Variables 170Part IV: Following the Change: Success Factors for Your Current Business1.No More Blind Flying: PIMS-The High Art of Strategy Development 175Strategic Leadership 176The PIMS Revolution 178Strategy at the Strategic Business Unit Level 179Discovery of the "Laws of the Market Place" 179A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181New Benchmarking Based on the Biological Pattern 182The PIMS Database Suites 183Universally Valid Factors Determine Seventy-five Percent of Profits 185Answering Key Questions of Strategy 187Eight Key Factors for Success 1882.