Strategic Engineering (Innovation, Entrepreneurship and Management)

✍ Scribed by Jacques Arcade

• Publisher: Wiley-ISTE
• Year: 2021
• Tongue: English
• Leaves: 313
• Edition: 1
• Category: Library

✦ Synopsis

In the face of increasing complexity, uncertainty and difficulty in the design and implementation of reforms, companies, organizations and institutions must strive to capitalize on the prevailing disarray by acting wisely in overcoming it.

Strategic engineering is part of an integrative, tool-based approach, inspired by the life sciences and Âcreative recursionÂ. This book is structured into three parts, which correspond to the three main phases of the strategic engineering approach: observe and discern; judge and arbitrate; act and intervene. Strategic Engineering has wide appeal, relevant to senior leaders, decisionmakers, managers and practitioners within businesses, government and local authorities. It is also intended for those who wish to develop their capability in anticipatory or transformative management within economic, sociopolitical and strategic contexts.

✦ Table of Contents

Cover
Half-Title Page
Dedication
Title Page
Copyright Page
Contents
Foreword
Introduction
PART 1: Observing and Discerning: Contextualizing the Situation and Recommending a Consistent Set of Options
1. Understanding the Strategic Landscape
1.1. Understanding the decision-making situation
1.1.1. Identifying the variables and factors that make up the situation
1.1.2. Detecting the context of the situation through structural analysis
1.2. Representing the context of the action
1.2.1. Addressing the situational context through nested frames
1.2.2. Conceptualizing the strategic landscape as a system with three macrocomponents
1.2.3. Reconstructing the multilevel landscape system
1.2.4. Configuring the intervention as a system connected to the landscape
1.2.5. Specifying the interactions of the “landscape” and “intervention” systems
2. Imagining and Directing Plausible Futures
2.1. Exploring the future through the use of scenarios
2.1.1. Reorienting scenarios as a core element of foresight
2.1.2. Building frames or scenario profiles
2.1.3. Sketching morphological profiles
2.1.4. Adopting a two-step procedure
2.2. Reinforcing and fleshing out the scenarios
2.2.1. Enriching and completing global scenarios
2.2.2. Periodically updating the scenarios
2.2.3. Using scenarios for strategic purposes
3. Developing Relevant Strategic Initiatives
3.1. Defining objectives and considering options
3.1.1. Specifying and defining the main orientations
3.1.2. Drafting consistent action profiles
3.1.3. The case of the industrial future of a department in Ile-de-France
3.2. Transforming options into project concepts
3.2.1. Creating the tree of objectives
3.2.2. Detecting the critical conditions for achieving objectives
3.2.3. Summarizing each option in the form of a logical framework
3.2.4. Aggregating projects into coherent programs
3.2.5. Considering the plan as a metaprogram of actions
PART 2: Judging and Arbitrating: Evaluating and Reconfiguring Recommendations to Decide on a Successful Intervention
4. Defining Priorities and Gauging Courses of Action
4.1. Clarifying preferences and comparing options
4.1.1. Setting up the overall performance appraisal system
4.1.2. Structuring and weighting criteria according to their hierarchical breakdown
4.1.3. Determining the estimators and scales of appreciation of the options according to the operational criteria
4.2. Evaluating options according to the macrocriteria to inform the decision
4.2.1. Appreciating congruence with the context of intervention as a springboard for pragmatism
4.2.2. Assessing future validity as an indicator of future pluralism
4.2.3. Assessing the adequacy of the strategic reference as a guarantee of finalism
4.3. Gauging the options according to their propensity to immerse themselves favorably in the strategic landscape: interpreting and appropriating the triad of macrocriteria
4.3.1. A subtle mix of key priorities
4.3.2. An evolving assessment of the intervention according to the macrocriteria
5. Revealing Areas of Potential and Adopting a Decision-making Logic
5.1. Modeling the decision problem and scrutinizing the spaces of freedom and opportunity
5.1.1. Considering strategic initiatives in terms of composite options
5.1.2. Revealing the scope of plural actions
5.2. Making wise use of uncertainty and ambiguity
5.2.1. Adopting a strategic posture according to the level ofuncertainty
5.2.2. Exercising circumspection in an almost inextricable situation
6. Recomposing Solutions and Making the Best Decisions
6.1. Reconciling requirements and risks by combining simulation and optimization
6.1.1. Conducting a cascading arbitration and selection process
6.1.2. Adjusting inconsistent interventions by adapting them to constraint
6.1.3. Developing a robust trade-off in a reasonably uncertain future
6.1.4. Guarding cautiously against contingencies and any eventuality
6.1.5. Changing the conditions to modify or transform the intervention
6.2. Interpreting optimized solutions to support the decision
6.2.1. Visualizing the results in a triptych of dashboards
6.2.2. Revealing performance levels for the objectives-criteria
6.2.3. Describing the composition of the options and exploiting the room for maneuver
6.2.4. Identifying saturation and estimating the pressure of constraints
6.2.5. Detecting and estimating the value of proactive deposits
PART 3: Acting and Intervening: Judiciously Guiding Action to Generate a Virtuous Dynamic
7. Identifying Predispositions to Act and Generating Compromises
7.1. Deciphering the power relationships and power factors of the actors
7.1.1. Schematizing the conceptual approach and introducing key concepts
7.1.2. Determining the power effect (or leverage)
7.1.3. Conducting a structural analysis of the actors in terms of their strengths or powers
7.1.4. Interpreting the power relationships according to the stature and posture of the actors
7.2. Extending the analytical framework to a metasystem incorporating actors and objectives
7.2.1. Globalizing the existence of each actor on the basis of their relations to the subsystem of factors and objectives
7.2.2. Aggregating the existence of each objective based on its relationship to the two subsystems of objectives and actors: visible and/or hidden preponderance and prevalence
7.2.3. Extending the relational existence of each actor by adding successive dimensions
7.2.4. Measuring the overall coherence and the capacity for relational convergence of the metasystem
7.3. Interpreting the dialectic of transformation of the interplay between actors
7.3.1. Diagnosing dynamic power accesses
7.3.2. Interpreting the dialectic of power access regimes
8. Breathing Lasting Vitality into the Long Term
8.1. A gradual movement towards a good start
8.1.1. Mobilizing a triad of key skills to guide action
8.1.2. Bringing together the three dimensions of performance evaluation: finality, pluralism with regard to the future, and pragmatism
8.1.3. Driving and animating wise actions: a conceptual insight
8.1.4. Promoting a dizzying rise towards beneficial action
8.2. Working for sustainable viability, generating vitality
8.2.1. Gaining directivity through continuous monitoring and evaluation of finality: a dialogical spiral between voluntarism and conservatism
8.2.2. Gaining insight and agility through the permanent regulation of pluralism and pragmatism
8.2.3. Stimulating the emergence of sustainability through a proven experience of overall performance
8.3. Ensuring the completion of the vortex elevation
8.3.1. Gaining access to prosperity, sustainability, and vivacity as completion of directivity, perspicacity, and agility
8.3.2. Tending towards vitality as a sublimation of viability and a complement to prosperity, sustainability, and vivacity
9. Forging a Guidance System and Deploying Skills
9.1. Reinvigorating practices of anticipation
9.1.1. Differentiating and making normative approaches more flexible
9.1.2. Comparing and enriching the results at the different stages of the process
9.1.3. Committing to reinvigorating the process of forward thinking or strategic planning
9.2. Making the process more fluid and sustainable through deployment plans and projects
9.2.1. Considering the main structures involved
9.2.2. Strengthening institutional anchoring and organizational learning
9.2.3. Preserving the logic and prerogatives of the preceding
9.2.4. Opting for a strengthened approach capable of percolating through the organization
9.2.5. The case of a project to strengthen technical-institutional capacities in strategic foresight
9.3. Practicing, integrating, and appropriating the strategic engineering approach
9.3.1. Thinking of organization and action as holomorphic
9.3.2. Organizing conferences, specific training courses, or on-site strategic engineering projects in a modular manner
9.3.3. Promoting and developing advanced strategic engineering instruments
Conclusion
Postface
Glossary
References
Index
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