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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

What Really Drives Performance in the Age of AI

The Trust Advantage

The Disappearing Workforce

Creating Your Strategic Plan

24 Principles to Help You Get Out of Your Own Way

Just F*cking Do It

This textbook offers a comprehensive and interdisciplinary exploration of the digital transformation reshaping the financial sector. Bridging academic insight and industry practice, the book examines how financial technologies are redefining banking, payment systems, investment management, and insurance, while discussing innovations such as blockchain, artificial intelligence, and open banking.Structured to support graduate-level teaching and professional development, the book integrates theoretical foundations with real-world case studies from banks, neobanks, and fintech startups. It addresses organizational change, regulatory challenges in AI and cybersecurity, and emerging financing models for fintech ventures, including venture capital and crowdfunding. The book also explores digital marketing, brand management, and financial communication in the context of fintech hype and reputational strategy.With contributions from leading scholars and practitioners, this textbook equips students, instructors, and professionals with the tools to understand and navigate the evolving fintech ecosystem. It is particularly suited for courses in finance, innovation, and digital transformation, and serves as a core text for postgraduate programs in banking and financial technology.Cristina De Silva
 is a postdoctoral researcher in Corporate Finance at LIUC University, Italy and co-coordinator of the Master’s in Fintech and Digital Payments. Her research explores fintech, venture capital, and entrepreneurial finance. She teaches financial innovation, venture capital, and corporate finance and has published in international journals such as Research in International Business and Finance.
 Chiara Conte
 is a contract lecturer and co-coordinator of the Master’s in Fintech and Digital Payments at LIUC University, Italy. Her teaching and research focus on fintech innovation and venture capital, informed by experience at TIM Ventures and AIFI.
 Anna Gervasoni
 is Rector and Full Professor of Business Economics at LIUC University, Italy. A leading expert in alternative finance, she is Director General of AIFI and author of more than 50 publications. Her research focuses on private capital and entrepreneurial finance.
 Aurelio Ravarini
 is Full Professor of Organization and Information Systems at LIUC University, Italy and Director of the Digital Transition Hub. His research spans digital transformation and information systems with more than 200 publications and international appointments at institutions including Cornell University.
 &nbsp;

This textbook offers a comprehensive and interdisciplinary exploration of the digital transformation reshaping the financial sector. Bridging academic insight and industry practice, the book examines how financial technologies are redefining banking, payment systems, investment management, and insurance, while discussing innovations such as blockchain, artificial intelligence, and open banking.Structured to support graduate-level teaching and professional development, the book integrates theoretical foundations with real-world case studies from banks, neobanks, and fintech startups. It addresses organizational change, regulatory challenges in AI and cybersecurity, and emerging financing models for fintech ventures, including venture capital and crowdfunding. The book also explores digital marketing, brand management, and financial communication in the context of fintech hype and reputational strategy.With contributions from leading scholars and practitioners, this textbook equips students, instructors, and professionals with the tools to understand and navigate the evolving fintech ecosystem. It is particularly suited for courses in finance, innovation, and digital transformation, and serves as a core text for postgraduate programs in banking and financial technology.

The Transformation of Banking, Payments, and Financial Services

Advanced Fintech and Financial Innovation

The fourth edition of this ground-breaking book continues to advance its mission to support groups to do their best thinking. It demonstrates that meetings can be much more than merely an occasion for solving a problem or creating a plan. Every well-facilitated meeting is also an opportunity to stretch and develop the perspectives of the individual members, thereby building the strength and capacity of the group as a whole. &nbsp; This fully updated edition of The Facilitator's Guide to Participatory Decision-Making guides readers through the struggle and the satisfaction of putting participatory values into practice, helping them to fulfill the promise of effective group decision-making. With previous editions already embraced by business and community leaders and consulting professionals around the world, this new book is even more insightful and easy to use. It features new tools, skills, exercises, and case studies with a particular emphasis on facilitating group decision-making in virtual environments.

The fourth edition of this ground-breaking book continues to advance its mission to support groups to do their best thinking. It demonstrates that meetings can be much more than merely an occasion for solving a problem or creating a plan. Every well-facilitated meeting is also an opportunity to stretch and develop the perspectives of the individual members, thereby building the strength and capacity of the group as a whole.

This fully updated edition of The Facilitator's Guide to Participatory Decision-Making guides readers through the struggle and the satisfaction of putting participatory values into practice, helping them to fulfill the promise of effective group decision-making. With previous editions already embraced by business and community leaders and consulting professionals around the world, this new book is even more insightful and easy to use. It features new tools, skills, exercises, and case studies with a particular emphasis on facilitating group decision-making in virtual environments.

Facilitator's Guide to Participatory Decision-Making

A practical introduction to designing and managing contemporary visitor attractions. Visitor Attraction Management by Carol Southall, Amanda Payne and Frances-Marie Hitchen is written for undergraduate students studying Tourism, Hospitality and Events Management who need a clear and applied understanding of how visitor attractions are created, operated and sustained. This textbook supports students by linking tourism management frameworks with the realities of a fast-changing global attractions sector. The book explores the full spectrum of visitor attractions, from theme parks and cultural museums to luxury eco-resorts and emerging digital experiences. It examines how memorable visitor experiences are designed and managed, how attractions operate day to day and how branding, promotion and innovation shape competitiveness. This textbook includes: - Clear explanations of different types of visitor attractions and experience design principles - Coverage of attraction operations, service quality and risk management - Branding and promotion strategies for marketing attractions and experiences - Discussion of emerging technologies and entrepreneurial innovation &gt;With expanded real-world examples from destinations including Petra and Venice, attractions such as Alton Towers, Walt Disney World and the British Museum, and digital innovations like the Terracotta Warriors AR Experience in China, this textbook equips students with the knowledge and confidence to prepare for careers in tourism and visitor attractions management.

Contemporary Approaches in the Global Tourism Industry

Visitor Attraction Management

Reverté Management International

La fórmula del hipercrecimiento que transformó a Tesla, Lululemon, General Motors y SpaceX

Strategic Analytics

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