'Contents§§Preface 19§§Strategic Solutions for REvolutions 19§§The New Challenges 19§§The Right Knowledge 21§§The Right Strategy for the Great Transformation21 23§§The Revolution in the Great Transformation21 24§§Innovative, Intelligent and Right Solutions 25§§Strategy: Navigating Effectively Through the Complexity of the Great Transformation21 26§§Key Propositions 28§§A Word On the Terms Used 30§§Part I: Strategy for the Great Transformation21§§1.What Strategy Looks Like When the Future is Unknown 37§§2.The Great Transformation21 41§§The Old World Ends as a New World Is Born 43§§Megachange in Megasystems 44§§The Current Crisis as the New World's Birth Pangs 45§§It Takes More than Economics to Understand the Global Economic Crisis 46§§Anglo-Saxon Corporate Governance-A Machine of Destruction 47§§Complexity and Management Crisis: The Absence of Neuronal Systems 50§§Third Act of the Crisis: Deflation 51§§The New Way of Functioning: Mastering Complexity 53§§3.When You Do Not Know What You Need to Know: The Minefield of Strategic Errors 55§§Strategic Delusion by Operational Data 55§§Operational and Strategic Management 60§§Strategic Thinking Traps 66§§Part II: Strategy as Master Control in the Wholistic Management Systems§§1.Making Companies Function Well 77§§Enhancing Management Impact Through Management Support Systems 77§§Right and Good Management-Universally Valid 78§§Management, Financial Markets, and Alpinism 81§§A Practical Hint for Readers in the Know 82§§What are Master Controls? 83§§The Basic Management Model and Its Basic Concepts 84§§Management of Institutions: The General Management Model 85§§Management of People: The Standard Model of Effectiveness, or 'Management Wheel' 88§§The Integrated Management System-IMS 89§§Integrated Strategy as a Top Cross-Divisional Function 92§§2.Providing Direction Through§Corporate Policy and Business Mission 95§§The Right Purpose 95§§The Right Mission 100§§The Right Performance 106§§Part III: Mastering Complexity Through Reliable Navigation in Any Circumstance§§1.Revolutionizing Strategic Navigation 113§§The Malik-Gälweiler Navigation System 114§§The Right Strategy for a Future Unknown 117§§Putting an End to Arbitrariness in Strategy Design 117§§Looking Further Into the Future-Without Forecasts 119§§Time Constants and System Dead Time 119§§Limitations of the Market Economy:§Why Economists Do Not See Far Enough 120§§What Must Be Monitored: Variables for Control and Orientation 121§§Reliable Function With Cybernetic Control Systems 122§§2.Reliable Control Through Cybernetic Navigation 124§§First System Level: Liquidity 124§§Second System Level: Profit 129§§Third System Level: Current Profit Potential (CPP) 131§§Fourth System Level: Future Profit Potentials (FPPs) 136§§3.Setting the Right Strategy, Irrespective of Economic Climate: The Strategy Map 143§§The Solution-Invariant Customer Problem 147§§Solution Technologies 154§§Socioeconomic Trends 157§§Market Position 159§§Investments and Cost Reduction Potentials 166§§Research and Development Objectives 168§§Finance and Balance Sheet Variables 170§§Part IV: Following the Change: Success Factors for Your Current Business§§1.No More Blind Flying: PIMS-The High Art of Strategy Development 175§§Strategic Leadership 176§§The PIMS Revolution 178§§Strategy at the Strategic Business Unit Level 179§§Discovery of the 'Laws of the Market Place' 179§§A Brilliant Research Idea: Profits Are Driven by Structure, not the Industry 181§§New Benchmarking Based on the Biological Pattern 182§§The PIMS Database Suites 183§§Universally Valid Factors Determine Seventy-five Percent of Profits 185§§Answering Key Questions of Strategy 187§§Eight Key Factors for Success 188§§2.Strategic Core Knowledge: A Cornucopia of Insights 189§§Market Position 189§§Stability of Results Over Time 190§§A Seeming Anomaly Tr sakriti opis