Managing in a VUCA World. (2015)

• Record Type: Book
• Other Names: Mack, Oliver; Khare, Anshuman; Kramer, Andreas; Burgartz, Thomas
• Contents: Preface -- Introduction -- Review Process -- Acknowledgements -- Contents -- About the Editors -- Contributors -- Part I: The Phenomenon of VUCA and Complexity -- Chapter 1: Perspectives on a VUCA World -- 1.1 At the Corner of the Twenty-First Century -- 1.2 The VUCA Phenomenon -- 1.3 Complexity as the Core Concept -- 1.4 Effects and Implications of Environmental Complexity -- 1.5 Theoretical Approaches -- 1.6 Consequences and Fields of Application -- References -- Chapter 2: Simply More Complex: A SySt® Approach to VUCA -- 2.1 VUCA: The Principle of "Surprise" -- 2.1.1 What Appears and How It Appears -- 2.1.2 Causality -- 2.1.3 Living Forwards -- 2.2 Switching Decision-Making Levels -- 2.3 Oscillating -- 2.3.1 Increasing VUCA Capability -- 2.3.2 Example: Oscillating Between the Hierarchy, Project and Network -- 2.4 Change as a Tetralemma Process -- 2.4.1 Sources -- 2.4.2 Process Paradigm -- 2.4.3 Stages in Development and Change Processes -- 2.4.4 The SySt-Tetralemma in Tires -- 2.4.5 Some Questions for Applications that Follow from the Different Tiers -- 2.4.6 There's a Fix for Every Problem! -- 2.4.7 We Determine the Background of the Stage -- 2.5 Paradoxes Facilitate Strong Solutions -- 2.6 State Qualities and Process Qualities -- References -- Part II: Leadership, Strategy and Planning -- Chapter 3: Program Management in VUCA Environments: Theoretical and Pragmatical Thoughts on a Systemic Management of Projects and Programs -- 3.1 Changing Business Environments Require Different Approaches -- 3.2 Terminological and Theoretical Basics: Strategic Change Programs in Living Organizational Systems -- 3.3 Project and Program Setups Considering SySt® System Principles -- 3.4 Project and Program Dynamics in the SySt® Triangle of Belief Polarities -- 3.5 Ideas for a Systemic Program Management Approach. 3.5.1 Ongoing Order Clarification for Programs -- 3.5.2 Providing Purpose and Sense of Projects and a Change Mindset -- 3.5.3 Systemic Configuration of a Useful Program and Project Structure -- 3.5.4 Generating a Coupling Between Program and Projects -- 3.5.5 Managing the Program and Project-Related Scope and Content -- 3.6 Conclusions, Outcome and Outlook -- References -- Chapter 4: Keeping the Flow: Creating Opportunities Based on Well Structured Collaboration -- 4.1 Introduction -- 4.2 A Shift of Paradigm: Complexity Rules -- 4.2.1 Faster, Bigger, More -- 4.2.2 Trying Harder Doesn't Work -- 4.2.3 Complex Does Not Mean Highly Complicated -- 4.2.4 The Change of a System -- 4.3 A Shift of Wisdom: Multiplicity Rules -- 4.3.1 Knowledge Explosion -- 4.3.2 Details Kill the Big-Picture-Star -- 4.3.3 Knowledge Explosion Creates Multiplicity -- 4.4 A Shift of Angles: Collaboration Rules -- 4.4.1 Daring, Sharing, Caring -- 4.4.1.1 Different Angles Don't Compete -- 4.4.2 New Things Are Based on Collaboration -- 4.4.3 Power to the People -- 4.4.4 Collaboration Demands Being Smart -- 4.5 A Shift of Relevance: Sociocracy Rules -- 4.5.1 Sociocracy Delivers Wisdom -- 4.5.2 Creating Brightness -- 4.5.3 Stakeholders Represent Multiplicity -- 4.5.4 Defining Relevance -- 4.6 A Shift of Growth: Sustainability Rules -- 4.6.1 Defining Growth -- 4.6.2 More Becomes Better, Higher Becomes Brighter: Nothing Stays the Same -- 4.7 A Shift of Attitude: Innovation Rules -- 4.7.1 Knowledge Is the Oxygen for Innovation -- 4.7.2 Collaboration Is the Key -- 4.7.3 Value Is in Motion -- 4.8 A Shift of Value: The Flow Rules -- 4.8.1 The Value Circle -- 4.8.2 Value Defines Growth -- 4.8.3 Reflecting on Core Competences -- 4.8.4 Keeping the Flow -- 4.9 Summary -- References. Chapter 5: Risk Management in a VUCA World: Practical Guidelines Based on the Example of a Multinational Retail Group -- 5.1 The Need for Risk Management -- 5.2 Principles of Risk Management -- 5.2.1 Terminology -- 5.2.2 Objectives and Functions of Risk Management -- 5.3 Challenges in a VUCA World -- 5.3.1 Definition of VUCA -- 5.3.2 Multinational Retail Groups in the VUCA World -- 5.3.3 Effects of VUCA on Risk Management -- 5.4 A Holistic Risk Management Process in the VUCA World -- 5.4.1 Risk Identification -- 5.4.2 Risk Quantification and Assessment (Risk Analysis) -- 5.4.3 Risk Response -- 5.4.4 Risk Monitoring -- 5.5 Implementation in a Multinational Retail Group -- 5.5.1 Organisation -- 5.5.2 Tools -- 5.5.3 Reporting -- 5.6 Summary -- References -- Part III: Marketing and Communication -- Chapter 6: Measures to Understand and Control Customer Relationship and Loyalty -- 6.1 Customer Relationship: Three-Layer Model -- 6.1.1 Exterior Layer: Business Model (Business Strategy) -- 6.1.2 Middle Layer: Customer Strategy (Information- and Value-Strategy) -- 6.1.3 Interior Layer: Operative Marketing (Customer/Touch Points) -- 6.2 IT-Supported Customer Value Management -- 6.2.1 Customer Information and their Transformation in IT-Systems -- 6.2.2 Operationalization of the Customer Benefit (Value to the Customer) -- 6.2.3 Operationalization of the Customer Value (Value of the Customer) -- 6.3 Integration of the Dimensions "Value to the Customer" and "Value of the Customer" -- 6.4 The Value-to-Value-Approach (V2V) in the Business Practice -- 6.4.1 Application in a Company in the Mobility Sector (B2C-Relationship) -- 6.4.2 Application in a Multimedia Company (B2B-Relationship) -- 6.5 Conclusion -- References -- Chapter 7: Pricing in a VUCA World: How to Optimize Prices, if the Economic, Social and Legal Framework Changes Rapidly. 7.1 Relevance to Determine the Optimal Price Level -- 7.2 Conventional Framework for the Price Setting -- 7.2.1 The Influence of VUCA on Pricing Rules -- 7.3 A Extended Holistic Approach for Value-Based Pricing -- 7.4 The Future of Pricing in a VUCA World -- References -- Chapter 8: Internal Corporate Communication in a VUCA Environment -- 8.1 Framework Conditions for Company Communication -- 8.1.1 Evaluation of the Current Situation and the Significance for the Individual -- 8.2 The Path from the Sender to the Recipient -- 8.2.1 Communication of the Results -- 8.2.2 Starting Communication and Invitation to Constructive Cooperation -- 8.2.3 Sender -- 8.2.4 Recipient -- 8.3 Selection and Use of Media During the Change Process -- 8.3.1 Design and Selection of the Media -- 8.3.2 The Process from the Communication Goal to the Communication Plan -- 8.3.3 Selection of the Communication Tools -- 8.3.4 Feedback and Evaluating Success -- 8.3.5 Continuity -- References -- Part IV: Operations and Cost Management -- Chapter 9: Addressing Volatility, Uncertainty, Complexity & Ambiguity (VUCA) Through Insourcing and Backshoring -- 9.1 Introduction -- 9.2 Outsourcing and Offshoring Cost VUCA -- 9.3 Insourcing and Backshoring to Address VUCA -- 9.4 Concluding Remarks -- References -- Chapter 10: A Framework for Operational Agility: How SMEs Are Evaluating Their Supply Chain Integration -- 10.1 Introduction -- 10.2 Agility and Supply Chain Integration -- 10.3 The Business Environment Audit: Turbulence Indicators -- 10.3.1 Turbulent Assessment -- 10.3.1.1 Level of Change -- 10.3.1.2 Level of Control -- 10.3.1.3 Level of Impact -- 10.3.1.4 Benchmark Level -- 10.3.2 The Total Priority Number (TPN) Calculation -- 10.4 Extending Agile Supply Chains -- 10.5 Methodology -- 10.6 Company Summaries -- 10.7 Conclusions -- References. Chapter 11: Mittelstand and Decision-Oriented Controlling -- 11.1 Introduction -- 11.2 Controlling as an Interactive System -- 11.3 Next Steps for Controlling -- References -- Chapter 12: Sustaining Reductions in Aircraft Emissions for Canada's Major Airlines -- 12.1 Introduction -- 12.2 Research Overview -- 12.2.1 Purpose -- 12.2.2 Research Design and Questions -- 12.2.3 Scope and Delimitations -- 12.2.4 Assumptions -- 12.3 Literature Review -- 12.3.1 Value Statements in Environmental Responsibility -- 12.3.2 Sustaining Environmental Responsibility -- 12.4 The Correlation of Values to Environmental Responsibility -- 12.4.1 Background -- 12.4.2 The Alignment of Value Statements to Environmental Initiatives -- 12.4.3 Values Supporting Company Initiatives -- 12.4.4 Values Supporting Commitment and Community -- 12.4.5 Values Supporting Accountability and Attitude -- 12.4.6 Attributing Values to Action -- 12.5 Sustaining Environmental Responsibility -- 12.5.1 Defining Environmental Responsibility for Airlines -- 12.5.2 Reducing Emissions Through Collaboration -- 12.5.3 Sustaining Emission Reductions -- 12.5.4 Quantify -- 12.5.5 Predict -- 12.5.6 Plot -- 12.5.7 Contrast -- 12.5.8 Revise -- 12.6 Recommendations -- 12.7 Conclusion -- Appendix A: Framework Calculations -- Appendix B: Westjet Fleet Changes Calculations -- Appendix C: Scatter Diagram -- References -- Part V: Organization and Culture -- Chapter 13: Organizational Approaches to Answer a VUCA World -- 13.1 Introduction -- 13.2 Overview: Recent Developments in Organizational Development -- 13.2.1 The Connected Company -- 13.2.2 Accelerate: The Dual Operating System -- 13.2.3 Light Footprint Approach -- 13.2.4 Overcoming Shortfalls of Organizational Structure -- 13.3 Overcoming Shortfalls of the Operational Structure -- 13.4 Conclusion -- References.
• Publisher Details: Cham : Springer International Publishing
• Publication Date: 2015
• Copyright Date: 2016
• Extent: 1 online resource (222 pages), illustrations
• Subjects: 650; Business; Business planning; Complexity (Philosophy); Industrial management; Management; Leadership; BUSINESS & ECONOMICS -- Industrial Management; BUSINESS & ECONOMICS -- Management; BUSINESS & ECONOMICS -- Management Science; BUSINESS & ECONOMICS -- Organizational Behavior; Leadership; Management; Business & Economics -- Strategic Planning; Business strategy; Organizational theory & behaviour; Management science; Operations research; Organization; Business & Economics -- Operations Research; Operational research; Electronic books
• Languages: English
• ISBNs: 9783319168890; 3319168894
• Related ISBNs: 9783319168883; 3319168886
• Notes: Note: Includes bibliographical references and index.; Note: Publisher supplied metadata and other sources.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.