To many knowledge workers, their organisation's strategy is something they would only shrug at or not have any knowledge of at all. As can be imagined, this can potentially result in great organisational losses.

This book describes a strategic framework - the SNT Framework - based on the emergent view. It explains why knowledge-based organisations in particular need this type of framework, and by introducing the six-step framework addresses the needs of this particular type of organisation.

The framework is characterised by being dynamic, continuous, involving all levels of the organisation, on many scales, vision-driven and ever-learning. The framework is taking the unpredictable nature of many organisations' environment into account; even taking advantage of it.

There is a tendency amongst strategy theoreticians to make strategy very complex and complicated. This book will attempt a step in the opposite direction, by basing the framework on first principles and empirical facts.

The readership of this book includes: CEOs and directors of knowledge-based organisations, strategy-ready middle-managers, knowledge workers, management consultants and MBA students.

Lars Landberg has - since he was 6 years old - spent his life in knowledge-based organisations. He has worked at a Government Research Laboratory for 18 years and is currently the Research and Development Director of Garrad Hassan a leading wind energy consulting company.

Lars has a PhD in Physics and Geophysics from the University of Copenhagen in Denmark and an MBA from Warwick Business School in the UK.

Preface
Executive Summary

1 Introduction
   1.1 Motivation for the book
   1.2 Objectives
   1.3 "But, but, but..."
   1.4 The readership of this book
   1.5 A map of the book

2 Literature Review
   2.1 Strategy in knowledge-based organisations
   2.2 Role of middle-managers
   2.3 Strategy in General
   2.4 Conclusion, Literature review

3 The Framework
   3.1 Introduction
   3.2 The findings so far
   3.3 Contingency factors
   3.4 The SNT Framework
   3.5 From search to implementation
   3.6 Getting better at the SNT Framework
   3.7 Is an emergent strategy a strategy?
   3.8 Good questions to ask!
   3.9 Summary: The SNT Framework

4 Two examples
   4.1 A research laboratory
   4.2 A consulting company
   4.3 Conclusion

5 Conclusion
   5.1 Further investigations
   5.2 Web site

Acknowledgments
Postscript
References

A Model of strategic environment

B Tools
   B.1 Propositions
   B.2 Questionnaire

C Test of the framework as a theory
   C.1 Is the strategy circumstance contingent?
   C.2 When does the strategy not work?