This book provides the reader with an integrated analysis of how growth ideas can be fostered within each phase of the strategic planning process. In particular, it investigates how open innovation can be used as a tool to account for more innovative strategy making. The thesis is based on the learning from leading companies in the fast moving consumer goods industry. The author’s perspective of how strategy making can be made more innovative is developed along the following structure: strategy process itself, strategy formulation, strategy implementation and control and innovation of the company culture. A special chapter is dedicated to how open innovation, if made central to the business model, can foster new strategic options.

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