This concise textbook arms students and managers with the tools needed to make good decisions on corporate strategy issues and to perform sound analysis of the corporate strategy decisions of others. A rich companion website with downloadable tools, case materials and current examples from the media is also included.
This concise textbook arms students and managers with the tools needed to make good decisions on corporate strategy issues and to perform sound analysis of the corporate strategy decisions of others. A rich companion website with downloadable tools, case materials and current examples from the media is also included.
Phanish Puranam is the Roland Berger Chair Professor of Strategy and Organization Design, and Academic Director of the Ph.D. programme at INSEAD. He was previously Chair of the PhD programme at London Business School. A leading researcher, teacher and advisor in the areas of corporate strategy and organization design, Phanish has won several honours for his work. He received his PhD at the Wharton School, University of Pennsylvania.
Inhaltsangabe
Acknowledgements Introduction: what this book is about and how to use it Part I. Foundations: 1. Corporate advantage 2. Synergies: benefits to collaboration 3. Governance costs: impediments to collaboration Part II. Decisions about Portfolio Composition: Increasing the Scope of the Corporation: 4. Diversification 5. Ally or acquire? 6. Organic or inorganic growth? Part III. Decisions about Portfolio Composition: Reducing the Scope of the Corporation: 7. Refocusing 8. Divestiture: stay or exit 9. Outsourcing: make or buy Part IV. Decisions about Portfolio Organization: 10. Designing the multi-business corporation 11. Designing corporate headquarters 12. Managing the M&A process 13. Managing the alliance process Index.
Acknowledgements Introduction: what this book is about and how to use it Part I. Foundations: 1. Corporate advantage 2. Synergies: benefits to collaboration 3. Governance costs: impediments to collaboration Part II. Decisions about Portfolio Composition: Increasing the Scope of the Corporation: 4. Diversification 5. Ally or acquire? 6. Organic or inorganic growth? Part III. Decisions about Portfolio Composition: Reducing the Scope of the Corporation: 7. Refocusing 8. Divestiture: stay or exit 9. Outsourcing: make or buy Part IV. Decisions about Portfolio Organization: 10. Designing the multi-business corporation 11. Designing corporate headquarters 12. Managing the M&A process 13. Managing the alliance process Index.
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