Management is becoming ever more challenging and controversial. In a complex and entangled world, effective management is based on a diverse multitude of premises. To understand this in a fundamental way has never been so important. Only from a solid foundation can appropriate management praxis be designed in such a way that organizational value creation - in interaction with the organization's dynamic environment - continues to be successfully developed. For manager communities, it is essential to carefully reflect upon both the value creation for which they are responsible and their own approach to management.
The St. Gallen Management Model, rooted in a long tradition and here presented as the first English translation of the fourth generation, is designed to make a contribution to this. It is an invitation to critically question current management praxis, to develop alternative perspectives, and so to discover new options and opportunities as impulses to further develop organizational value creation.
The St. Gallen Management Model should be understood as a working instrument and a reflexivity device for the in-depth examination of management. The target groups are thus entrepreneurs, boards of directors, and responsible executives as well as researchers, teachers and students.
Core topics: The St. Gallen Management Model - effectively articulating the subject of management / Environment as a landscape of possibilities / Organization as a value-creation system / Management as reflexive practice design / Management innovation - reflecting upon and designing the future of management
Prof. Dr. Johannes Rüegg-Stürm is director of the Institute for Systemic Management and Public Governance at the University of St. Gallen and chairman of the board of directors of the Swiss Raiffeisen Group.
Prof. Dr. Simon Grand works as a strategy designer, knowledge entrepreneur, and management researcher. He is the founder and academic director of the RISE Management Innovation Lab at the University of St. Gallen and member of different boards of directors.