Gratton And Niven's Theoretical Framework

Question: Please apply Collin’s book in this assignment. In your own words, discuss Gratton and Niven’s ideas . and make a convincing explanation of how Collin structures his theoretical framework. Critique and discuss the work and theory of Collin, Gratton, and Niven an d how is it relevant for businesses, from a strategic management standpoint. Finally, identify, if any, flaws that Collin’s book may have (incomplete arguments, outdate concepts, oversimplifications or not applicable extensions). For this assignment, use no more than 1500 words, excluding titles, footnotes, charts, tables and annexes. I will not receive papers exceeding this limit. This paper accounts 25% of the final grade.
Answer:
Introduction
Strategic management is challenging

The energy contained in a Hot Spot is essentially a combination of their individual energy with the addition of the relational energy generated between them." Hence the importance of (a) having a "cooperative mindset," (b) "boundary spanners," (c) "igniting purpose," and (d) sustaining sufficient "productive capacity." Gratton acknowledges that there is much of substantial value to be learned by examining best practices in exemplary companies (e.g. BP, PgilvyOne, Nokia, and Linux)but also other types of practices, notably what she characterizes as "signature processes" which embody a given organization's character (Gratton, 2007). Sharing his extensive experience in developing Balanced Scorecards for Fortune 500, public sector, and not-for-profit organizations, Paul Niven (2002) expands on how strategy maps can be used as a powerful communication tools that convey to the entire workforce (and beyond) what is most critical in executing the organization's strategy (Elefalke, 2001). He also explains the linkage between the Balanced Scorecard and corporate governance, the critical importance of "strategy-centered" management meetings, the emerging trend of the Office of Strategy Management, the latest trends in Balanced Scorecard implementation methodology and post-implementation guidance. Paul Niven (2002) superbly

A variety of strategic planning tools (described in the section below) may be completed as part of strategic planning activities (Bradford and Duncan, 2000). The organization's leaders may have a series of questions they want answered in formulating the strategy and gathering inputs, such as What is the organization's business or interest?, What is considered "value" to the customer or constituency?, Which products and services should be included or excluded from the portfolio of offerings?, What is the geographic scope of the organization?, What differentiates the organization from its competitors in the eyes of customers and other stakeholders? and Which skills and resources should be developed within the