Ebook Strategic Thinking in 3D, by Ross Harrison
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Strategic Thinking in 3D, by Ross Harrison
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Effective strategic thinking requires a clear understanding of oneÆs external environment. Each organization has a unique environment, but as Ross Harrison explains in Strategic Thinking in 3D, any environmentùwhether in the fields of national security, foreign policy, or businessùhas three dimensions: systems, opponents, and groups.
- Sales Rank: #1058807 in eBooks
- Published on: 2013-05-31
- Released on: 2013-05-31
- Format: Kindle eBook
Review
"I strongly recommend this book to all strategists—it will certainly get you thinking about strategic thinking."—Michael R. Matheny, Strategos (Michael R. Matheny Strategos)
"Anyone interested in strategy should read this book."—Lt. Col. Sean Kern, Air Force Research Institute (Lt. Col. Sean Kern Air Force Research Institute)
"Strategic Thinking in 3D is accessible, thought provoking, and pragmatic for a wide range of individuals who may wrestle with the challenges of an uncertain and competitive environment. The value in Harrison's work is not that it provides answers but asks the questions that drive leaders and their organizations to explore factors which may have strategic effect and substantive impact—then enables the crafting of viable strategies."—Charles D. Allen, Colonel (USA Retired), Parameters (Charles D. Allen, Colonel (USA Retired) Parameters)
"Strategic Thinking in 3D does much to expand the traditional understanding of strategic theory from a narrow subject lacking commonality between multiple fields of activity to a universal framework for achieving one's goals."—Alexander B. Gray, Naval War College Review (Alexander B. Gray Naval War College Review)
"Ross Harrison's Strategic Thinking in 3D provides an incredibly practical primer on strategy that is as useful to military professionals as it is to business leaders."—Marine Corps University Journal (Marine Corps University Journal)
"Professor Harrison illustrates the power of lateral thinking by exploring diverse 'external' arenas where strategy is required, while also making readers aware of the vital importance of 'internal' readiness to conduct strategy. This book deserves a wide readership in the worlds of foreign policy, university teaching, professional training, and business. Harrison’s framework can help would-be strategists everywhere."—Chester Crocker, James R. Schlesinger Professor of Strategic Studies at Georgetown University’s Walsh School of Foreign Service and former assistant secretary of state for African affairs (Chester Crocker)
About the Author
ROSS HARRISON is a professor in the practice of international affairs at the Walsh School of Foreign Service at Georgetown University and also teaches Middle East politics at the University of Pittsburgh. He has served as a corporate CEO, has been on corporate advisory boards, and has worked with an international NGO on its strategic challenges. A member of a group of colleagues (from the U.S. Army War College) that works on improving the teaching of strategy, Harrison lives in Washington, D.C.
Most helpful customer reviews
1 of 1 people found the following review helpful.
Insightful read
By Anthony Todaro
Strategic Thinking in 3D" provides useful ways for government and business officials to think about what strategy means for their organizations. It is particularly useful to the practitioner who needs to think about strategy in an organized and rigorous way. As Ross Harrison lays out early in the book, the word strategy is used loosely, some would say recklessly, by practitioners and laypersons alike. It is oftentimes used to convey something as simple as a good idea or as routine as a plan of action. "Strategic Thinking in 3D" adds rigor to the concept of strategy by arguing that strategy is much more; it is about creating leverage and getting people (and situations) to do what they otherwise wouldn't be inclined to do.
Harrison also helps advance the thinking of the strategist by making a distinction between resources and capabilities. He skillfully argues that the strategist needs to not lose sight of capabilities, while also remaining cognizant of the resource constraints of his or her organization. But one of the most interesting parts of the book deals with how organizations need to think about their external environments. He argues that in today's complex world, strategists need to be thinking multi-dimensionally about the threats and opportunities that their organizations face. His breakdown of those environments into systems, opponents and groups is a convenient and powerful mechanism for thinking about strategy.
The only real drawback of the book is that the foreign policy examples are drawn almost exclusively from the Middle East. While the author obviously understand this region, the book would have been more universally useful had it drawn from a broader set of cases. But since the cases are used to just reinforce the general concepts, this is not a major failing. Overall the book is insightful and useful for the practitioner of strategy.
TT
1 of 1 people found the following review helpful.
An analysis of strategic thinking
By Stan S
As a retired CEO of a large NFP, I found Prof. Harrison's treatment of the very complex subject of strategic planning instructive and enlightening. He has detailed the steps in a logical and understandable manner. His knowledge of international politics and business are used skillfully to illustrate strategic successes and failures. He makes important distinctions between overriding goals, strategic goals, tactics, and the subsidiary steps with discrete markers by which to measure accomplishment toward the overriding goal. His analysis of different ways to compete were not only instructive, but he shows in his analysis of our embroilment in the Middle East how and why it was orchestrated. Everyone involved in making corporate decisions beyond next month should read this book, along with everyone interested in understanding our dilemmas in foreign policy.
0 of 0 people found the following review helpful.
Strategy Made (somewhat) Simple
By Arash Arabasadi
This is the first book I've read that deals specifically with strategy.
Ross Harrison, the book's author, clearly understands strategy with respect to the military, foreign policy, and business.
Thankfully, he also seems to understand that many readers may not share his background.
To those of us without his expertise, Harrison gives plenty of real-world, strategic scenarios that nearly anyone can understand.
Instead of simply pointing to examples rooted in foreign policy, Harrison draws from, for instance, Apple's strategy for increased market share.
This book is by no means a "light read," but with examples rooted in products and principles presumably familiar to readers, it transcends the classroom and speaks to readers in a tangible and meaningful way.
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