Digital Stractics How Strategy Met Tactics and Killed the Strategic Plan /

In the world of digital business, the line between strategy and tactics is blurring. Traditionally large companies would adopt strategic frameworks which planned over three- to five-year timescales, while most digital start-ups had little interest in comprehensive and rigorous strategic processes an...

Πλήρης περιγραφή

Λεπτομέρειες βιβλιογραφικής εγγραφής
Κύριος συγγραφέας: Outram, Chris (Συγγραφέας)
Συγγραφή απο Οργανισμό/Αρχή: SpringerLink (Online service)
Μορφή: Ηλεκτρονική πηγή Ηλ. βιβλίο
Γλώσσα:English
Έκδοση: London : Palgrave Macmillan UK : Imprint: Palgrave Macmillan, 2016.
Θέματα:
Διαθέσιμο Online:Full Text via HEAL-Link
LEADER 03280nam a22005295i 4500
001 978-1-137-57483-1
003 DE-He213
005 20160805162033.0
007 cr nn 008mamaa
008 160223s2016 xxk| s |||| 0|eng d
020 |a 9781137574831  |9 978-1-137-57483-1 
024 7 |a 10.1007/978-1-137-57483-1  |2 doi 
040 |d GrThAP 
050 4 |a HD28-70 
072 7 |a KJC  |2 bicssc 
072 7 |a BUS041000  |2 bisacsh 
082 0 4 |a 658.4092  |2 23 
100 1 |a Outram, Chris.  |e author. 
245 1 0 |a Digital Stractics  |h [electronic resource] :  |b How Strategy Met Tactics and Killed the Strategic Plan /  |c by Chris Outram. 
264 1 |a London :  |b Palgrave Macmillan UK :  |b Imprint: Palgrave Macmillan,  |c 2016. 
300 |a XXV, 160 p.  |b online resource. 
336 |a text  |b txt  |2 rdacontent 
337 |a computer  |b c  |2 rdamedia 
338 |a online resource  |b cr  |2 rdacarrier 
347 |a text file  |b PDF  |2 rda 
520 |a In the world of digital business, the line between strategy and tactics is blurring. Traditionally large companies would adopt strategic frameworks which planned over three- to five-year timescales, while most digital start-ups had little interest in comprehensive and rigorous strategic processes and simply set themselves vision and worked out how to get there along the way. In today's digital economy even large companies are finding that their planning horizons are being measured in months rather than years or quarters (if not yet in the weeks or even days of startups). On the other hand, investors are less swayed by the excitement of 'digital' and expect harder and more rigorous medium term planning from start-ups. As a result, while the empirical process of learning by doing is becoming part of traditional companies' strategy processes, digital pure plays are no longer just making it up as they go along, but actively learning and changing as they go along. In short: on the battlefield of online commerce, strategy blends with tactics. Indeed, the distinction between pure play and hybrid is increasingly redundant as more holistic business models begin to emerge. Digital Stractics captures the experience and insights of some 60 entrepreneurs, CEOs and chairmen of both pure plays and hybrids to formulate frameworks within which both pure plays and hybrids can shape their strategy and business models. As timescales between 'plan' and 'do' collapse strategy and tactics have to blend. The world of STRACTICS is upon us. 
650 0 |a Business. 
650 0 |a Marketing. 
650 0 |a Management. 
650 0 |a Leadership. 
650 0 |a Industrial management. 
650 0 |a Operations research. 
650 0 |a Decision making. 
650 0 |a Development economics. 
650 1 4 |a Business and Management. 
650 2 4 |a Business Strategy/Leadership. 
650 2 4 |a Management. 
650 2 4 |a Marketing. 
650 2 4 |a Development Economics. 
650 2 4 |a Operation Research/Decision Theory. 
650 2 4 |a Innovation/Technology Management. 
710 2 |a SpringerLink (Online service) 
773 0 |t Springer eBooks 
776 0 8 |i Printed edition:  |z 9781349558698 
856 4 0 |u http://dx.doi.org/10.1007/978-1-137-57483-1  |z Full Text via HEAL-Link 
912 |a ZDB-2-BUM 
950 |a Business and Management (Springer-41169)