Neo Strategic Management: Conceptual and Operational Foundations of Tomorrow's Strategic Thinking

Contents
About the Author
List of Figures
1: Introduction: Scope, Coverage, Approach, and Relevance
2: Tomorrow’s Business Environment
	1	 Technology
		1.1	 Applied AI
		1.2	 Advanced Connectivity
		1.3	 Bioengineering
		1.4	 Clean Energy
		1.5	 Web3
		1.6	 Immersive-reality technologies
		1.7	 Cloud and edge computing
		1.8	 Quantum Technologies
		1.9	 Next-generation Software Development
	2	 The Corporation
		2.1	 Concentration
		2.2	 Risk as a Product
		2.3	 Elusive Business Models
		2.4	 Quasi Political Mission
	3	 The Players and the Process
	4	 Summary and Conclusions
	References
3: Tomorrow’s Advancing Technologies
	1	 Tomorrow’s Emerging Technologies
	2	 The First Prime Emerging Technology: Artificial Intelligence
		2.1	 Time/Functionality Framework of AI
			The Present
			The Future
		2.2	 Capability Framework of AI
		2.3	 Systems Framework of Artificial Intelligence
			Inputs
			Data
			Neurons
				Biological Neurons
				Artificial Neurons
			Transformation
				Learning
				Analysis
			Outputs
				Insights and Abilities
				Subsystems
				Derived Technologies
			The Feedback Loop
	3	 Artificial Intelligence Tomorrow’s Outlook, a Set of Hypotheses
		3.1	 Cognitive AI
	4	 The Second Prime Emerging Technology: Data sciences
		4.1	 What Is data, and What Are Data Concepts?
		4.2	 Database
		4.3	 Data Analytics
	5	 The Third Emerging Technology: Cognitive Computing
	6	 The Fourth Emerging Technology: Internet of Things (IoT)
	7	 A Note on AI and the Integrated Circuit Industry Technology
	8	 Summary and Conclusions
	References
4: Tomorrow’s New Strategic Management Concepts
	1	 Triggers of Change
		1.1	 Disruption
		1.2	 The Role of artificial intelligence
	2	 Induced Strategic Thinking Shifts
		2.1	 From Product to Function
		2.2	 Change in Time Perspective
		2.3	 Creating a Different Shape of Industry Structure
		2.4	 Replacing Competitive Advantage with Competitive Intelligence
		2.5	 Redefining CEO Profile
		2.6	 Redefining Work
	3	 Neo-strategic Thinking Concept: The Ultimate Framework
		3.1	 The Conceptual Model
			Input
			Transformation
			Output
		3.2	 Deviation from Traditional Paradigms
			The Trigger
			The Conception
			The Tools
		3.3	 The Premises
			Top Management-Related Premises
				Awareness
				Vision
				Behavior
				Intent
				Locus of Control
			Organization-Related Premises
				Cognitive Computing
				Implicit Learning
				Data Analysis
	4	 Summary and Conclusions
	References
5: Tomorrow’s Managerial Functions
	1	 Today’s Challengeable Managerial Functions
		1.1	 Planning
		1.2	 Organizing
		1.3	 Controlling
	2	 Tomorrow’s Perspective Managerial Function
		2.1	 Tomorrow’s First Managerial Function: Neo-strategic Thinking
			Scenario Building: Predictive Analytics
			Strategy Formulation: Data-Driven Strategies
			Strategic Thinking Models: Function-Specific Arenas
			Top Management Competencies: Competitive Cognition
			Problem Solving: Diagnostic Data Analysis
			Strategic Behavior: Competitive Synergy
			Strategic Control: Implicit Learning
		2.2	 Tomorrow’s Second Managerial Function: Strategic Fulfillment
		2.3	 Tomorrow’s Third Managerial Function: Strategic Control
	3	 Summary and Conclusions
	References
6: New Paradigm: The Top Management Context
	1	 Introduction
7: Self-awareness
	1	 Concept of Awareness
	2	 Awareness of “self”
	3	 “Managing self”
	4	 Locus of Control
	5	 Communications
	6	 Attempts at Measuring Self-awareness
	7	 Awareness as a Top Management Competency
	8	 Summary and Conclusions
	References
8: Vision
	1	 What Is Vision?
	2	 The Buildup of Vision
	3	 What Kills a Vision?
	4	 Conditions for Effectiveness of Visions
	5	 The Emerging Span of AI-derived Visions
		5.1	 Arena Shift
		5.2	 Competitive Advantage
		5.3	 Capability Construct
	6	 Novel Technologies and Management Visionary Competencies
	7	 Summary and Conclusions
	References
9: Thinking
	1	 The Brain and the Nervous System
	2	 Neurons as Pivots
	3	 Neurons and Synapses
	4	 Types and Functions of Neurons
	5	 Neurons and Thinking
	6	 From Thinking to Reasoning and Learning
	7	 Thinking and Learning as a Managerial Competency
	8	 Summary and Conclusions
	References
10: Cognitive Predictions
	1	 Cognition and the Cognitive Functions of the Brain
		1.1	 What Is Cognition?
		1.2	 The Prime Cognitive Functions of the Brain
			Memory
			Perception
			Attention
			Logical Reasoning
		1.3	 Cognitive Psychology
		1.4	 Flexible Cognition?
		1.5	 Biased Cognition
	2	 The Cognition Framework
		2.1	 Cognitive Stimuli and Sensory Receptors
		2.2	 Process of Prediction
		2.3	 Conceiving of Visions
		2.4	 Role of Science Fiction
	3	 The Cognitive Competencies of AI
	4	 Cognitive Prediction as a Top Management Competency
	5	 Summary and Conclusions
	References
11: Plasticity-Driven Decision Making
	1	 What Is Neural Plasticity?
	2	 The Systems Approach to Neural Plasticity
		2.1	 The Input
			Memory
			Learning
			Experience
		2.2	 The Transformation
		2.3	 The Output
	3	 Plasticity Contribution to Managerial Competencies
		3.1	 Strategic Thinking
		3.2	 Vision Conception
		3.3	 The Learning Curve
		3.4	 Strategic Control
	4	 Summary and Conclusions
	References
12: Intelligence
	1	 What Is Intelligence?
	2	 The Connotations of Intelligence Within a Managerial Environment
		2.1	 Human Intelligence
		2.2	 Artificial Intelligence
		2.3	 Hybrid Intelligence
		2.4	 Emotional Intelligence
		2.5	 Cross-Cultural Intelligence
	3	 Could AI Influence Human Intelligence?
	4	 Intelligence as an AI-Driven Top Management Competency
	5	 Summary and Conclusions
	References
13: Behavior
	1	 The Essence of Behavior and Behavioral Competencies
	2	 Emerging Technologies and Management-Related Behavioral Cognitive
		2.1	 Strategic Behavior
		2.2	 Locus of Control Behavior
	3	 Communication Behavior
	4	 Illustration: Game Theory Behavior
	5	 The Aggregate Picture: Technology-Rooted Behavioral Competencies
	6	 Summary and Conclusions
	References
14: Strategic Intent
	1	 What Is Intent and Strategic Intent?
	2	 The Strategy Context of Intent
	3	 Statement of Intent
	4	 Strategic Intent as a Top Management Competency
	5	 Summary and Conclusions
	References
15: Strategic Control
	1	 The Essence of Strategic Control
		1.1	 The Potential Fitness Test
		1.2	 The “Industry” Fitness Test
		1.3	 Core Competency Tests
		1.4	 The Core Competency Fitness Test
	2	 Strategic Control and Strategic Thinking
	3	 The Strategic Control Competency
	4	 Summary and Conclusions
	References
16: The Propensity to Lead
	1	 The Shifting Determinants
		1.1	 Determinant One: The Perspective
			Conceived Vision
			Achievement Motivation
		1.2	 Determinant Two: From Managing Self to Recognizing the Locus of Control
			Managing Self
			Locus of Control
	2	 The Outcome: The Concept of the Propensity to Lead
	3	 How to Measure the Propensity to Lead?
	4	 The Application
	5	 Summary and Conclusions
	References
17: The Propensity to Enterprise
	1	 The Essence of Entrepreneurship
		1.1	 Creativity and Creative Destruction: Schumpeter
		1.2	 Innovation: Drucker
		1.3	 Achievement Motivation: McClelland
		1.4	 Management Competency: Mintzberg
	2	 Enter Artificial Intelligence
	3	 Induced Influence of AI on Premises and Performance of Enterprise
		3.1	 Hypothesis One: Artificial Intelligence Will Widen Opportunity Horizon
		3.2	 Hypothesis Two: Artificial Intelligence Will Alter Entrepreneurial Trait Profile
		3.3	 Hypothesis Three: Artificial Intelligence Will Induce Entrepreneurial Innovation
		3.4	 Hypothesis Four: Artificial Intelligence May Enhance the Dark Side of the Entrepreneur
	4	 Top Management Technology-Driven Propensity to Enterprise
	5	 Summary and Conclusions
	References
18: New Paradigm: The Organization’s Context
19: Data-Driven Strategic Thinking
	1	 Organization-Wide Data Systems
		1.1	 Data, Big Data, Implicit Data, Mass Data, and Synthetic Data
		1.2	 Data-Rooted Strategic Thinking
		1.3	 Data-Based Predictive Analysis
	2	 Data Foundations of Strategic Thinking
		2.1	 The Broad Framework
			Inputs
			Transformation
			Outputs
			Feedback
		2.2	 The Link and the Emerging Patterns
			Function Arena Strategies
			Product Development
			Concentration
			Portfolio
	3	 Summary and Conclusions
	References
20: Cognitive Computing
	1	 What Is Cognitive Computing?
	2	 Human and Machine Cognition
	3	 Implications to Organization-Wide Strategic Thinking
		3.1	 General
		3.2	 Specific
	4	 Adoption and Reach
	5	 Summary and Conclusions
	References
21: Implicit Learning and Innovation
	1	 What Is Learning?
		1.1	 What Is Implicit Learning?
		1.2	 Implicit and Explicit Memory
		1.3	 Explicit vs. Implicit Learning
	2	 Could Business Organizations Develop Implicit Learning Competency?
	3	 Could Implicit Learning Competency Boost Innovation?
	4	 Case Evidence
		4.1	 Case One: Brands Crossing Industries
		4.2	 Case Two: Businesses Reinventing Core Competencies
		4.3	 Case Three: Data Creating Industries
		4.4	 Case Four: Technology Crossing Industries
	5	 Implicit Learning as a Top Management Competency
	6	 Summary and Conclusion
	References
22: The New Paradigm: From Concepts to Operations
	1	 The New Paradigm: Top Management Operating Competencies
		1.1	 Advanced Top Management Competencies
		1.2	 Algorithm-Derived Control
		1.3	 Dynamic Visioning
		1.4	 Data Strategies Including Data Simulation
		1.5	 Leading with Technology
		1.6	 Competitive Cognition
		1.7	 Managing Business Arena Shifts
		1.8	 Data-Driven Decision-Making
		1.9	 Enhancing Propensity to Lead
		1.10	 Enhancing Propensity to Enterprise
	2	 The New Paradigm: Organization-Wide Operational Competencies
		2.1	 Reinventing Organization Structures
		2.2	 Re-Shaping of Corporate Culture
		2.3	 Reformulating Human Resource Policies and Practices
		2.4	 Data-Specific Industry Analysis
		2.5	 Database Design
	3	 The Structure of Competency Generation Program
	4	 Summary and Conclusions
	Annex A: A “Model” Competency Exposure Program
		Managing Business Arena Shifts
			Scope
			Desired Competency
			Coverage
			Approach
			Exit Parameters
			Resource Persons
			Duration
			Cases
				Emerging Industries and Products
				Declining Industries and Products
	References
23: Concluding Remarks
	1	 Illustrative Case One: The Return of the BCG Question Mark
		1.1	 The “Question Mark” of Yesteryear
		1.2	 The New Pivots
			Thinking Functions
			Penetrative Disruption
			Receding Industries, Emerging Arenas
			Alternative Visions
		1.3	 The BCG Matrix Substitute
	2	 Illustrative Case Two: Porter’s Five Forces and the Chip Industry
		2.1	 The Five Forces of Yesteryear
			Entry
			Substitutions
		2.2	 Buyers, Suppliers, and Rivals
			Porter’s Five Force Substitute: New Parameters of Industry Structure Analysis
		2.3	 Application to the Chip Industry
	3	 The Road Ahead
	4	 Summary and Conclusions
	References
Index