Executing Strategy in Turbulent Times g Strategy in Turbulent Ti Executing strategy ìs a core competence for business survival, Increased market dynamics, merger & acquisition activity, capital market activism, require firms to shift from a sequential approach of strategic thinking and implementation into a parallel process of strategic thinking and execution. Senìor managers today face multiple dilemmas. Pursue synergies through shared service centres and be accused of building defences against break-up, or keeping business units vertically integrated and beìng accused of not achieving synergies. How can company's combine customer focus with operational excellence? Open innovation offers more opportunities, but what strategy to pursue in this new field and how to manage the associated risks? When and how to change to new business models? And perhaps most important, how to change one’s mind and those of others? This Annual 2007 offers a number of new tools to assist managers in their strategic thinking in these turbulent times. The first one is a simple matrix on the relation of the net present value of an | investment project related to its synergy at corporate level. A second tool is à number of additions ‘ to the strategy map for executing a strategy. Especially in Europe, strategy is not a top-down process, therefore the issue is how to organise a process to elaborate a strategy map and how to manage the dilemmas in such a process to achieve the objectives set out. One of the most difficult issues in dynamic executing strategy is the capability to adapt the information systems in line with the strategy. Modern IT-systems can no longer be based on one implicit business model, but need to be capable to cater for all kinds of business models. Last but not least: how to execute the external strategy needed to defend your position and to defend your growth and profitability? This book is a collaborative effort of consultants of Nolan, Norton & Co., based on their experiences in innovative assignments and their vision on businesses and the business environment. It marks a new era in the history of Nolan, Norton & Co. which is now an inde\ pendent consulting firm. $ kn This book is for executives, members of Supervisory Boards, strategists, policy makers, and 6 controllers, in need of a fresh view on executing strategy in a changed and changing world. This ; book builds on Growth, Governance and Organisation by Hans Strikwerda and continues the tradition of Nolan, Norton & Co. to share knowledge and insights.