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Kunc M: Strategic Analytics

Strategic Analytics

Towards AI-based Strategy Planning

Preface to Second Edition xiii Acknowledgments xv About the Companion Website xvii 1 Introduction to Strategic Analytics 1 1.1 What Is Analytics? 3 1.2 What Is Management Science? 10 1.3 What Is Information Technology: New Challenges? 20 1.4 What Is AI and How Can It Enhance Business Analytics? 23 1.4.1 Integration of GenAI with BA 26 1.4.2 Implications of AI Adoption in Business Decision- making Processes 29 1.5 What Is Strategic Management? 31 1.5.1 What Are the Characteristics of Strategic Problems? 33 1.5.2 Different Approaches to Strategic Management 36 1.6 Strategy Analytics: Integrating Management Science and AI with Strategic Management 40 References 44 2 Dynamic Managerial Capabilities for a Complex World with AI 49 2.1 Dynamic Managerial Capabilities 50 2.1.1 Task Dimension 53 2.1.2 Cognitive Dimension 54 2.1.3 Behavior Dimension 55 2.1.4 AI Dimension 57 2.2 Integrating Management Science, Analytics, and AI for Strategic Management Practice 61 2.2.1 Managers as Modelers 62 2.2.2 Behavior with and Beyond Models 65 2.2.3 Modeling Systems 66 2.2.4 Big Data Analytics Capabilities 69 2.2.5 AI Capabilities 70 2.3 End of Chapter 73 2.3.1 Revision Questions 74 2.3.2 Case Study: The Future of Strategizing with AI 74 References 77 Further Reading 82 3 External Environment: Political, Economic, Societal, Technological, and Environmental Factors 85 3.1 The PESTE Analysis 87 3.1.1 Limitations of PESTE Analysis 88 3.2 Integrating Management Science, Analytics, and AI for Strategic Management Practice 92 3.2.1 Achieving Consistency in PESTE Analysis Using the Analytic Hierarchy Process 92 3.2.2 Understanding the Evolution of PESTE Factors Using Visualization Analytics 105 3.2.3 Scanning PESTE Factors Using AI 106 3.2.4 Developing Scenarios Supported With AI 107 3.2.5 Developing Scenarios Supported With System Dynamics 108 3.3 End of Chapter 109 3.3.1 Revision Questions 110 3.3.2 Case Study: Westmill Co- op and the Rise of Renewable Energy 111 References 113 Further Reading 115 4 Industry Dynamics 117 4.1 Defining the Industry 118 4.2 Porter's Five Forces and Industry Dynamics 119 4.2.1 Bargaining Power of Suppliers 120 4.2.2 Bargaining Power of Buyers 121 4.2.3 Substitutes 122 4.2.4 Threat of New Entrants 122 4.2.5 Intensity of Rivalry 123 4.2.6 Strategic Issues Derived from Five Forces Analysis 125 4.3 Integrating Management Science, Analytics, and AI for Strategic Management Practice 130 4.3.1 Revenue Management 130 4.3.2 Evaluating Competitors' Performance in the Market Using Text Mining 133 4.3.3 Managing Five Forces Through AI- enhanced Methods 139 4.4 End of Chapter 141 4.4.1 Revision Questions 141 4.4.2 Case Study: Strategic Evaluation of Entering in a New Market as a Low- cost Airline Using System Dynamics Modeling 142 4.4.2.1 Describing the Key Strategic Aspects of a Business Using a System Dynamics Model 142 4.4.2.2 The easyJet Case 143 References 148 Further Reading 150 5 Industry Evolution 153 5.1 Dynamic Behavioral Model of Industry Evolution 157 5.1.1 Industries as Feedback Systems 158 5.1.2 A Behavioral Model of Organizations 159 5.1.3 Dynamic Behavioral Model of Industry Evolution 161 5.1.4 Types of Dynamic Behavior and Strategic Implications on the Evolution of Industries 163 5.1.5 Industry Evolution: A Regional Socioeconomic Perspective 166 5.1.6 Industries Evolution: A Power Game 168 5.2 Integrating Management Science, Analytics, and AI for Strategic Management Practice 173 5.2.1 Exploring Industry Evolution Using System Dynamics 174 5.2.1.1 Market Development 174 5.2.2 Understanding How the Levels of Integration/Interaction Between Companies Affect the Evolution of Companies Using NKC Models 181 5.2.2.1 Insights from the Model 183 5.2.3 Uncovering the Evolution of Technology in an Industry Using Text Mining Methods 185 5.2.4 Mapping Industry Evolution Using AI 186 5.3 End of Chapter 187 5.3.1 Revision Questions 188 5.3.2 Case Study: How Smartphones and AI Have Shaped the Camera Industry 189 References 192 Further Reading 194 6 Competitive Advantage: Static Analysis 195 6.1 The Direction of a Company: Vision and Mission 196 6.2 Defining Value and Market Segmentation 196 6.3 Mapping the Activities to Deliver Value 200 6.3.1 Value Chain 200 6.3.2 Activity System Map 202 6.3.3 Business Model Canvas 203 6.4 Type of Business Strategies 205 6.4.1 Cost Advantage 205 6.4.2 Differentiation Advantage 206 6.4.2.1 The Management Response 209 6.4.2.2 The Market Response 210 6.4.3 Blue Ocean Strategy 211 6.4.4 Sustainability as a Strategy 212 6.4.5 AI as Strategy 213 6.5 Integrating Management Science, Analytics, and AI for Strategic Management Practice 213 6.5.1 Uncovering Market Segments Using Analytics Tools: Market Basket Transactions Analysis 214 6.5.2 Uncovering Market Segments Using Analytics Tools: Clustering 219 6.5.3 Defining Market Positioning Using AI 220 6.6 End of Chapter 220 6.6.1 Revision Questions 223 6.6.2 Case Study: Revisiting Porter's Generic Strategies Using System Dynamics 224 6.6.2.1 The Model 226 6.6.2.2 Expanding the Model to Consider Sustainability 231 References 233 Further Reading 235 7 Dynamic Resource Management 237 7.1 Resources and Capabilities 238 7.2 Resource Management 240 7.2.1 Resource Conceptualization 241 7.2.2 Resource Development 246 7.2.3 Business Performance 248 7.3 Sustainable Resource Management 249 7.3.1 Sustainability and Stakeholder Management 250 7.4 Integrating Management Science, Analytics, and AI for Strategic Management Practice 252 7.4.1 Boundary Definition: Using Systems Thinking to Facilitate Sustainable Systems 253 7.4.2 Resource Conceptualization Using Resource Mapping (as a Problem Structuring Method) 256 7.4.3 Resource Development Using Resource Mapping, System Dynamics, and Scenarios 259 7.4.4 Resource Development Under Uncertainty Using Decision Trees 263 7.4.5 Developing Decision Trees Using Big Data and AI 269 7.4.6 Inferring Business Performance from Management Science Methods 272 7.4.7 Using AI to Predict and Improve Business Performance 272 7.5 End of Chapter 273 7.5.1 Revision Questions 275 7.5.2 Case Study: Majestic Wines 275 References 278 Further Reading 281 8 Organizational Design 283 8.1 Organizational Components 284 8.1.1 Structure 284 8.1.2 Processes 287 8.1.3 The Soft Side of Organizations: Culture and Values 288 8.1.4 Digital Transformation 294 8.2 Integrating Management Science, Analytics, and AI for Strategic Management Practice 296 8.2.1 Network Analysis for Organizational Structure Design 296 8.2.2 Business Process Modeling 301 8.2.3 Improving Manufacturing Productivity Using Analytics 306 8.2.4 How AI Can Address the Soft Side of Organizations 307 8.3 End of Chapter 308 8.3.1 Revision Questions 309 8.3.2 Case Study: Improving Processes in Health Services Using Simulation and Digital Twin 310 References 315 Further Reading 317 9 Performance Measurement System 319 9.1 Measuring Financial Performance 323 9.2 Strategic Controls 327 9.3 Integrated Reporting 328 9.4 Sustainability Reporting 329 9.5 Integrating Management Science, Analytics, and AI for Strategic Management Practice 331 9.5.1 Causal Models to Design Performance Management Systems 331 9.5.2 Implementing the Performance Management System: Analyzing, Reviewing, and Reporting Performance Data - the Role of Analytics 343 9.5.3 Automating Performance Management Systems Using AI 347 9.6 End of Chapter 347 9.6.1 Revision Questions 348 9.6.2 Case Study: The Impact of Performance Measurement Systems Adoption in Business Performance - the Shipping Industry Case 349 References 354 Further Reading 356 10 Start- ups 359 10.1 The Components of a Business Plan for a Start- up 362 10.1.1 Management 362 10.1.1.1 Entrepreneur 362 10.1.1.2 Team 363 10.1.1.3 Risk Management 363 10.1.1.4 Growth Strategy and Business Idea as a Competitive Advantage of the Business 364 10.1.2 Market 366 10.1.3 Product/Service and Business Processes 368 10.1.4 Organization Design and Resources 370 10.2 Financial Management 373 10.2.1 Critical Assumptions and Scenarios/Cases for Cash Flow Calculations 373 10.2.2 Breakeven Analysis 374 10.2.3 Projected Profit and Loss (Income) Statement 376 10.2.4 Key Performance Indicators 379 10.2.5 Sources and Amount of Funding 380 10.3 Sustainable Entrepreneurship 382 10.4 AI- based Start- ups 384 10.5 Integrating Management Science, Analytics, and AI for Strategic Management Practice 386 10.5.1 Monte Carlo Simulation 386 10.5.2 Using AI to Create a Business Plan 391 10.6 End of Chapter 394 10.6.1 Revision Questions 395 10.6.2 Case Study: Designing the Next Boutique Winery 396 References 400 Further Reading 402 11 Maturity 405 11.1 Strategies for Mature Organizations 408 11.1.1 Concentrated Growth, and Market and Product Development 408 11.1.2 Integration 414 11.1.3 Diversification 416 11.1.4 Associations With Other Companies: Joint Venture, Strategic Alliances, and Consortia 421 11.2 Integrating Management Science, Analytics, and AI for Strategic Management Practice 424 11.2.1 Linear Optimization 426 11.2.2 Extensions in Linear Programming 428 11.2.2.1 Integer Programming 428 11.2.2.2 Nonlinear Programming 429 11.2.2.3 Programming Under Uncertainty 429 11.2.3 Making the Integration of Organizations Reality Through Internet of Things and Analytics 430 11.2.4 Linear Programming Using AI 431 11.2.5 Digitalization, AI, and New Product Development 431 11.3 End of Chapter 433 11.3.1 Revision Questions 434 11.3.2 Case Study: Choosing the Right Set of Capabilities- Development Projects to Achieve Multiple Organization Goals 435 References 443 Further Reading 445 12 Regeneration 447 12.1 Strategies for Regenerating Organizations 450 12.1.1 Innovation 450 12.1.2 Turnaround 455 12.1.3 Ambidextrous Strategies 460 12.1.4 Toward a Fully AI- enabled Organization 462 12.2 Integrating Management Science, Analytics, and AI for Strategic Management Practice 467 12.2.1 New Product Development: The Use of Text Analytics 467 12.2.2 Implementing Turnaround Strategies Using Data Envelopment Analysis: Identifying Operational Units for Either Improving or Pruning 470 12.2.3 Sourcing Change Through AI 474 12.3 End of Chapter 474 12.3.1 Revision Questions 475 12.3.2 Case Study: Managing Strategic Change Successfully: the Role of Benefits Realization Management 476 12.3.3 Case Study: A Success Story of Transformation Using AI 480 References 483 Further Reading 486 Index 489

Food Traceability 4.0

In a world of tremendous change, uncertainty, and simplistic AI-driven answers, it is easy to look to an uncertain future with anxiety. In The Leader's Oracle, Chief Strategy and Innovation Officer Roopa Unnikrishnan shows that the wisest leaders instead look to the ancient past for inspiration. By channeling the Oracle of Delphi, these leaders ask better questions and challenge their organizations to transform. Offering a provocative lens on the future of strategic leadership, The Leader's Oracle is not just a book about strategy—it is a call for a cultural shift in how we lead, how we think, and how we build organizations. Through this uniquely powerful framework, readers examine and harness the timeless wisdom of the ancients to help their own business and career: <ul><li>operate at the edge of clarity</li><li>interpret patterns and possibilities</li><li>provoke transformation, not comfort </li><li>serve the powerful, but answer to the truth</li><li>protect future-facing wisdom in a reactive world</li></ul> This unique framework on business strategy and leadership explores a critical paradox in today’s corporate environment: in a world obsessed with operational excellence and short-term wins while struggling with historic transformational changes, we often neglect the voices of the long-term thinkers, the strategic questioners, the ones who highlight or introduce ambiguity to force clarity. The Leader's Oracle serves as a call to arms for leaders, board members, and aspiring strategists to embrace their inner Delphic voice—one that cuts through noise, evokes questions, and drives tectonic shifts, not just tactical maneuvers.

Using Ancient Wisdom to Improve Strategy and Decision-Making

The Leader's Oracle

With the frequent and rapid advancements in technology, businesses are increasingly vulnerable to sophisticated cyber attacks. This accessible guide provides small business owners and non-technical managers with a framework for responding to cyber-attacks in real time. Designed as a practical incident response for businesses without dedicated IT security teams, Preparing for and Dealing with Cyber Threats can be used during an actual crisis. From recognizing the early warning signs, through to recovering and building long-term resilience for your business, Stephen Dunn guides you through the complete incident response journey and demonstrates how readers can transfer these skills into other areas of their business. Each chapter provides actionable templates, checklists and design-making frameworks that are designed to work when readers are under extreme stress. With templates and geography-specific information provided in appendices, this is your one-stop resource for preparing your business to tackle cyber attacks, and to provide your team with the skills to prevent them going forward.

A non-technical guide to navigating a cyber attack

Preparing for and Dealing with Cyber Threats

This book introduces Lean philosophy and illustrates the effective application of Lean tools with real-world case studies. From fundamental concepts to integrated planning and control in pull production and the supply chain, the text provides a complete introduction to Lean production. Coverage includes small batch production, setup reduction, pull production, preventive maintenance, standard work, as well as synchronizing and scheduling Lean operations. Detailing the key principles and practices of Lean production, the text also illustrates effective implementation techniques with case studies from a range of industries. Includes questions and completed problems in each chapter. Explains how to effectively partner with suppliers and employees to achieve productivity goals.Designed for students who have a basic foundation in production and operations management, the text provides a thorough understanding of the principles of Lean. It also offers practical know-how for implementing a culture of continuous improvement on the shop floor and in the office, creating a heightened sense of responsibility in all stakeholders, and enhancing productivity and efficiency to improve the bottom line. In this third edition, the author addresses management's role in Lean production. Early observers of Japanese methods focused on the shop floor to see amazing things unlike anything practiced elsewhere. The thinking was that if the "methods" could be adopted by companies elsewhere, those companies would experience the success of the Japanese. What the early observers hadn't considered were dramatic differences in the way those companies were managed, both daily and strategically.The "management side" of Lean production is addressed in two new chapters, one devoted to daily management and the other to strategy deployment. Additionally, there is a new chapter that addresses breakthrough improvement and an approach to achieving it called the Production Preparation Process. Every chapter has been revised and expanded to better tell the story of Lean production-its history, applications, practices, and methods.

A Comprehensive Guide to Lean Methodologies and Management Practices

Lean Production for Competitive Advantage

Passionately Transforming Management

"What an interesting agenda for this meeting." "Sustainability is a priority for our company." "We care deeply about our customers." Let's face it: We all lie. Sometimes to save face, to get out of a scrape or to protect someone's feelings, and sometimes for more malicious reasons. Generally, however, we only expect people to lie under certain circumstances, and we expect our professional environments to be beacons of truthful and honest behaviour. Deceit, untruth and disinformation have become part and parcel of the everyday political agenda. World leaders and business magnates unabashedly lie and peddle misinformation, from climate change denialism to anti-vaccine propaganda. In Passionately Transforming Management with Lies, Professor Johan Alvehus recognizes that such things are not only going on at the grand political stage - instead arguing that the utility of lies, deception and manipulation can provide key lessons for anyone interested in leadership. The author delves into differing philosophical perspectives on the morality of lying, before examining the various ways in which falsehoods find their way into our modern workplaces. Ultimately, we must begin re-assessing our professional hierarchies with a new clarity by rejecting the notion of a leader as a morally superior concept automatically deserving of adulation. We need to recognize that lies and manipulation are fundamental elements of accomplishing things in organizations. Even before working life starts, its truthfulness is dubious - who doesn't polish their CV to give a better impression? Bypassing formal structures, ensuring certain people are left out of decision processes, spreading non-factual 'visions' and lying to keep one's position safe are all essential for the accomplished manager. Passionately Transforming Management with Lying provides students, scholars and managers with a concise and provocative guide to identifying, utilising and manipulating bullshit culture.

Passionately Transforming Management with Lies

How to Predict Performance in Any Field

The Scout's Edge

This practical guide shows you how to build an effective compliance and ethics program that will lower a business's risks and improve productivity. Today's research is clear: companies that prioritize ethics and compliance don't just avoid risk-they gain a measurable edge in productivity and performance. This practical, updated guide shows business leaders, compliance officers, legal professionals, and students exactly how to achieve that advantage in today's complex regulatory landscape. Unlike broad overviews that stop at theory, this new edition delivers a step-by-step roadmap for building stronger, smarter compliance programs. The first half of the book equips readers with proven strategies to design or enhance internal compliance and ethics frameworks. The second half dives into high-risk regulatory areas-antitrust, international business, labor and wage laws, HIPAA and health care, environmental regulations, and more-offering clear explanations of the laws and actionable best practices to stay ahead of costly missteps. Whether you need to strengthen an existing program or build one from the ground up, this guide provides the essential tools to mitigate risk, meet regulatory demands, and unlock the productivity gains that come from doing business the right way.

A Practical Guide for Executives, Lawyers, and Compliance Professionals

Compliance Management

For years, the menopause was rarely spoken about - those who experienced it were often encouraged to do so quietly, without drawing attention to it. Whilst contemporary discussions have become more open around the subject, and gender-based medicine has made strides in its treatment, in mainstream discourse menopause is still addressed as a problem to be solved. This is often the case in the workplace, with 'menopause initiatives' being introduced in response to rising calls for action. But is the menopause even something that can be 'managed' by corporations, and does it even need to be? Passionately Transforming Management with Menopause refutes the assumption that better management of the menopause is a panacea for companies and employees. Rather, it repositions the basis of the discussion to explore how lived experiences of the menopause can transform and expand traditional parameters of management. Drawing on lived experiences from both their own lives and from those close to them, the authors address the reality of menopause both within and beyond the workplace. Using data generated from these discussions, the book investigates both the menopause management practices implemented throughout various sectors, and the holistic lives of those undergoing this transitional phase. Passionately Transforming Management with Menopause provides students, scholars and managers with an empowering and provocative guide to understanding and repurposing the topic of menopause in the workplace.

Passionately Transforming Management with Menopause

How to Survive and Monetize Volatility in the World That Won't Settle Down

The Reinvention Advantage

A wide-ranging introduction to the foundations and applications of organizational economics—essential for theorists and empiricists across a broad range of fields The rapidly expanding field of organizational economics studies the activities and interactions of organizations of all kinds, from the firms that are key participants in nearly all economic activity to nonprofits, schools, government agencies, hospitals, political parties, religious groups, labor unions, and more. Organizational Economics introduces students and practitioners to the governance mindset, an innovative, unified approach to understanding how organizations manage difficult transactions. It sheds light on the frictions that plague these difficult transactions as well as the wide variety of instruments that organizations use to manage these frictions. By analyzing foundational models and applying those models to some of the core problems that organizations must face, this comprehensive textbook demonstrates how governance works in the economy and identifies ways for managers, policymakers, and economists to help governance and the economy work better. <ul><li>Introduces foundational theories in organizational economics and applies those theories to model important issues that real organizations face</li><li>Takes seriously the conditions under which parties actively manage their interactions rather than governing them by an arms-length transaction, either by choice or necessity</li><li>Covers foundational theories of incentives, control, influence, and relationships</li><li>Applies these models to important topics in organizational economics, including personnel economics, authority, organizational structure, firm boundaries, and interfirm relationships</li><li>Includes problems uniquely designed to help readers engage with the large and growing research literature</li><li>Identifies future directions for research</li></ul>

Foundations and Applications

Organizational Economics

This exciting new edition of Strategy and Human Resource Management explores how people strategy shapes organisational survival, performance and competitive advantage. It shows how HR strategy differs across organisations, industries and societies, and why those differences matter, offering a nuanced understanding of HRM in context rather than one-size-fits-all solutions. Written by world-renowned authors, it provides a rigorously analytical, research-led approach that first explains what managers actually do and the reasoning behind their decisions before considering implications for practice. Theory is brought to life through real-world examples, cases and vignettes, making complex ideas accessible and relevant. Alongside core principles of strategic HRM, the book examines the critical features of the environments in which they are applied, delivering a richly grounded, practice-orientated analysis for students and practitioners alike. New to this edition: - Fully updated throughout in terms of citing latest research and application. - New coverage of AI and robotization in the context of HRM an implications for organizational strategy. - New coverage of sustainable HRM. - New coverage of HR analytics. - New coverage of post-pandemic/Covid working and implications for employees and employers. - New and updated case studies. - Strengthening of practical tools and application. - Increased use of figures, table and other illustrations.

Strategy and Human Resource Management

Strategic Analytics

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