| Introduction | p. ix |
| Strategic Preparation | |
| Strategic Knowledge and Awareness: New Business Models and Emerging Workplace and Technological Innovations | p. 3 |
| The Internet and Emerging Business Models | p. 3 |
| Blown to bits: the Real Impact of the Internet | p. 9 |
| Analysis of Competitive Forces | p. 14 |
| Analysis of external competitive forces | p. 14 |
| Analysis and selection of internal competitive forces | p. 15 |
| Business Models and Intangible Assets | p. 19 |
| Matching and Selection: Analysis of Workplace and Technological Innovation | p. 21 |
| Scenario Planning, Development and Analysis | p. 21 |
| Technology, scenarios and strategy | p. 23 |
| The scenario learning process | p. 26 |
| Technology Planning, Analysis and Selection | p. 35 |
| Risk analysis | p. 40 |
| Tools for Scenario Learning | p. 46 |
| Decision: Technology Acquisition | p. 49 |
| Strategy and Decision-Making: Is Strategy Decided Upon, or Does it Emerge? | p. 49 |
| Strategy is designed versus strategy is emergent | p. 50 |
| Strategic Decision-Making | p. 51 |
| Programmed versus non-programmed decisions | p. 51 |
| Individual versus group decision-making | p. 52 |
| Perceptual and judgemental factors affecting decision-making | p. 53 |
| Business Case Analysis | p. 55 |
| A Cost Typology for Information Technology | p. 57 |
| Human Due Diligence | p. 62 |
| Readiness for change assessment | p. 63 |
| Implementation | |
| Knowledge and Awareness | p. 69 |
| Communication for Change | p. 69 |
| Remember national culture | p. 70 |
| How Great Leaders Communicate | p. 71 |
| The importance of communication | p. 71 |
| Communication strategy | p. 76 |
| Dealing with the Past and Emotions | p. 77 |
| Emotional intelligence at work | p. 78 |
| Issues for Implementation Success | p. 80 |
| Education and training | p. 81 |
| Top-down or bottom-up? | p. 83 |
| Prototyping and/or pilot projects? | p. 83 |
| Segmenting the Internal Market | p. 85 |
| Micro-Level Internal Market Segmentation | p. 87 |
| Innovation analysis: stakeholders' perceptions | p. 87 |
| Innovator analysis: stakeholders' innovativeness | p. 89 |
| Macro-Level Internal Market Segmentation | p. 92 |
| Organisational culture | p. 93 |
| Organisational structure | p. 101 |
| Persuasion, Decision, Commitment | p. 107 |
| Resistance, Compliance, Commitment | p. 108 |
| Commitment to change | p. 108 |
| Resistance to change | p. 109 |
| Stress, Pacing and Celebration | p. 113 |
| Existing Reward and Recognition Systems | p. 116 |
| The Science of Persuasion | p. 119 |
| The principle of reciprocity | p. 121 |
| The principle of social proof | p. 122 |
| The principle of liking | p. 122 |
| The principle of consistency | p. 123 |
| The principle of authority | p. 123 |
| The principle of scarcity | p. 123 |
| The principle of emotion | p. 124 |
| The principle of imitation | p. 124 |
| The principle of perceptual contrast | p. 124 |
| Roll-Out | p. 125 |
| Technical Training | p. 125 |
| System Conversion | p. 126 |
| Project Change Management | p. 127 |
| The roles and skills of project managers | p. 130 |
| How organisational change fits into project management | p. 133 |
| Some common project problems | p. 136 |
| Confirmation: The Measurement of Change | p. 140 |
| The Importance of Measurement | p. 140 |
| What Should We Measure? | p. 141 |
| A Balanced Measurement System | p. 147 |
| Financial measures: measuring the costs of change | p. 147 |
| Non-financial measures: measuring the effects of organisational change | p. 151 |
| Linking Strategic and Operational Measures | p. 154 |
| When to Measure: Feedback and Measurement | p. 156 |
| Beyond Balance | p. 157 |
| Beyond Implementation | p. 159 |
| Project Termination or Continuous Improvement? Cutting your Losses | p. 159 |
| Continuous Improvement or Radical Innovation? | p. 161 |
| Trial and error: innovation via experimentation | p. 163 |
| Hubs and clusters: innovate via collaboration | p. 164 |
| Organisational culture: innovate via trust, creativity and communication | p. 169 |
| Beyond the Strategic Implementation of Technology | p. 171 |
| Enter chaos and complexity theory | p. 173 |
| What is complexity theory | p. 173 |
| Simple strategic rules | p. 175 |
| What simple rules are not | p. 180 |
| How to develop simple strategic rules | p. 181 |
| References | p. 183 |
| Index | p. 192 |
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