One Strategy Organization, Planning, and

This book is about developing, communicating, and executing a cohesive strategy throughout an organization. Microsoft executive Steven Sinofsky joins his twenty years of management experience at Microsoft with Harvard Business School professor Marco Iansiti's twenty years of research on strategy and innovation to provide you a unique perspective on strategy development, alignment, and execution. Steven Sinofsky shares his experiences and point of view through an internal blog site that discusses some of the management processes put to work while developing Microsoft Windows 7. Through his own words, One Strategy focuses on the team's mission to develop and maintain a strategic vision through the 4,000 person, multi-year project. Marco Iansiti creates a framework that can be used by business leaders across industries and job functions, building on his original research in the development of innovative products.

Steven Sinofsky is President of the Windows and Windows Live Division at Microsoft Corporation. Prior to this position, he worked on the development of Microsoft Office from 1994-2006 and, prior to that, worked on Microsoft's development tools.

Marco Iansiti is the Director of Research and David Sarnoff Professor of Business Administration at Harvard Business School and the Chairman of Keystone Strategy LLC (www.keystonestrategy.com). He is an expert on strategy and the management of innovation. His latest research studies strategy and innovation in networks of organizations, examining the strategy, operations, and innovation processes of key organizations, including Microsoft, IBM, Wal-Mart, and Dell, along with many others. He is the author or coauthor of two books, Technology Integration: Making Critical Choices in a Dynamic World and The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability, and has advised a variety of Fortune 500 firms.

List of Blog Posts	p. vii
Acknowledgments	p. ix
Preface	p. xiii
Strategic Integrity	p. 1
Strategy: A Participatory Approach	p. 17
The Foundations of Strategic Integrity	p. 59
Integrity and Innovation	p. 85
Planning: Innovation, Risk, and Agility	p. 107
Organization: Matching Capabilities to Strategy	p. 151
Organization: What Managers Do	p. 185
Decision Making and Value Systems	p. 227
Personal and Organizational Growth	p. 257
Lessons from Aligning Strategy and Execution	p. 277
Index	p. 301
Table of Contents provided by Ingram. All Rights Reserved.

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One Strategy Organization, Planning, and Decision Making

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Table of Contents

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