Making Strategy and Organization Compatible [Hardcover]

This book argues that for many companies organisation is designed to achieve operational optimization and may be in conflict with strategic objectives. Managers may not share similar decision criteria and this may facilitate or hinder the fulfilment of certain strategies. The role of top managers is to shape to a large extent the ability of the organisational system to implement and achieve strategic objectives. This book provides breakthrough thinking on these issues by two leading academic thinkers.Preface In Praise of Complexity Building Bridges Between Management and Strategy The Organizational System Cognition as a Major Asset of the Firm AGRO: A Company in Transition Managerial Fine-Tuning The Role of General Management Cosmorphar, or Excellence in Tacit Accumulation Where Management and Strategy Strengthen One Another Appendices

'This important book is a required reading for those who want to understand and master the complexity of the 21st century enterprise. It offers a new perspective, based on sound theories, of what good management is and of what managers should do in their complex environment. Autonomization, cross-fertilization, risk-taking, networking, improvisation and sense-making are the new motto of the complex enterprise that Michaud and Thoenig present in their groundbreaking new work. A must read for business leaders and scholars.' - Professor Raymond-Alain Thi?tart, University of Paris-Dauphine and Esse;, Fellow of the Academy of Management; President of the International Association of Strategic Management; Former Senior Editor of 'Organization Science'

'Michaud and Thoenig offer a landmark book. No recipes, no ready-made kits, no over-simplified message. It underlines that the function of the executive has also to be that of a cognitive architect. The book shows with real life cases how those companies that make a difference are like sophisticated machines, and that it is today's complexity, never stable and always l“.