Entry 25: Case study: A new strategic idea that arises at the lower levels of an organization and is proposed to its top manager, who evaluates it with the help of the development of a prototype, accepts it and finally implements it deliberately (Strategic process that led to the development of the electrical system for ‘vehicles’)

Entry 25: Case study: A new strategic idea that arises at the lower levels of an organization and is proposed to its top manager, who evaluates it with the help of the development of a prototype, accepts it and finally implements it deliberately (Strategic process that led to the development of the electrical system for ‘vehicles’)

Case study: A new strategic idea that arises at the lower levels of an organization and is proposed to its top manager, who evaluates it with the help of the development of a prototype, accepts it and finally implements it deliberately (Strategic process that led to the development of the electrical system for ‘vehicles’).

Entry 24: Case study: Stream of emergent actions (top-down) whereby a strategic decision arises that is deliberately implemented (Strategic process that led to the use of national public assistance to participate in R&D projects)

Entry 24: Case study: Stream of emergent actions (top-down) whereby a strategic decision arises that is deliberately implemented (Strategic process that led to the use of national public assistance to participate in R&D projects)

Case study: Stream of emergent actions (top-down) whereby a strategic decision arises that is deliberately implemented (Strategic process that led to the use of national public assistance to participate in R&D projects).

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