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The Da Vinci Institute for Technology Management |
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The Da Vinci Institute
for Technology Management (Pty) Ltd is South Africa's foremost
private HIGHER EDUCATION INSTITUTE - The Institute is an
international centre of expertise for developing the management of
TECHNOLOGY, INNOVATION, PEOPLE and SYSTEMS THINKING.
The pervasive impact of technology on organisations demands
innovative management of the human-technology interface. Da Vinci
embraces this challenge through INTEGRATED, CUSTOMISED EDUCATION. |
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Guidelines for
Strategic Business Modelling - Centlec (15 Aug & 16 Aug
2008) |
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Welcome to
Centlec students attending the Strategic Business Modelling Class. The
following is our recommendation on pre-module reading which will
assist in your understand of the topic.
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Lecture notes and slides
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Partnering and the Balanced Scorecard by Robert S. Kaplan and David
P. Norton
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Diversity as Strategy by David A. Thomas
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Implementing Strategy with the Balanced Scorecard: An Introduction
to the Strategy-Focused Organization By Dylan Miyake
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The Office of Strategy Management By Robert S Kaplan and David
P.Norton
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Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne
The other references are for your perusal. This portal will be
available to you throughout your course and will be updated
periodically.
Enjoy... |
Instructor:
Gary Cook |
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Should you have any queries please contact
Gary Cook on 083-4359140.
E-mail : Gary@davinci.ac.za |
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Strategy,
Redefined |
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By
Cristian Mitreanu |
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This article will
introduce a new approach to strategy that is built around the
customer. By focusing on what the customer is trying to accomplish,
and treating all offerings as solutions to their inherent issues,
the new theory advises on positioning relative to the customer, as
opposed to positioning relative to the competition.
read more |
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Strategy’s
strategist: |
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By Dan P.Lovallo and
Lenny T.Mendonca |
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An Interview with Richard Rumelt
A gaint in the field of strategy ruminates on strategic planning,
diversification and focus, and the role of CEO.
read more
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The Office of
Strategy Management |
By Robert S Kaplan and
David P.Norton
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Strategy at many
companies is almost completely disconnected from execution.
Establishing a dedicated unit to orchestrate both will help to
bridge the divide.
read more |
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Three Reasons Why Good
Strategies Fail: Execution, Execution... |
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From Vivendi to Webvan, the
shortcomings of a bad strategy are usually painfully obvious -- at
least in retrospect. But good strategies fail too, and when that
happens, it's often harder to pinpoint the reasons.
read more |
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Blue Ocean
Strategy |
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by W. Chan Kim and
Renée Mauborgne |
Competing in overcrowded industries is
no way to sustain high performance. The real opportunity is to
create blue oceans of uncontested market space.
read more |
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Implementing Strategy with the Balanced Scorecard: An Introduction
to the Strategy-Focused Organization
read more |
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By Dylan Miyake |
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Diversity as Strategy |
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by David A. Thomas
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IBM expanded minority
markets dramatically by promoting diversity in its own workforce.
The result: a virtuous circle of growth and progress.
read more |
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Partnering and the
Balanced Scorecard |
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Published: December
23, 2002 |
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Authors: Robert S.
Kaplan and David P. Norton |
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Created in 1992, the
Balanced Scorecard has become an effective tool for managing
strategy. Now authors Robert S. Kaplan and David P. Norton propose
using it to communicate values and vision to employees and partners.
The payoff? Better strategic relationships with partners.
read more |
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