From Simon & Schuster, Strategy in Action is Boris Yavitz and William H. Newman's guide to the execution, politics, and payoff of business planning. Two management consultants explain how to transform business objectives into strategic action, detailing measures for changing business practices, eliminating ineffective personnel, and instilling confidence through well-defined statements of goals and missions.
From Simon & Schuster, Strategy in Action is Boris Yavitz and William H. Newman's guide to the execution, politics, and payoff of business planning. Two management consultants explain how to transform business objectives into strategic action, detailing measures for changing business practices, eliminating ineffective personnel, and instilling confidence through well-defined statements of goals and missions.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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Autorenporträt
Boris Yavitz is Paul Garrett Professor of Public Policy and Business Responsibility at Columbia University and former Dean of the Graduate School of Business. A director of the Federal Reserve Bank of New York and of several leading corporations, he has served as a consultant in strategic planning and executive development for many domestic and foreign firms.
Inhaltsangabe
Contents Preface and Acknowledgments Part I The Trajectory: Sharpening the Strategic Focus 1. The Realm of Strategy Place of Strategy in Shaping and Guiding a Company Social Responsibility and Strategy From Concept to Practice 2. Strategic Direction of a Business-Unit Focus on Business-Units Four Vital Parts in a Business-Unit Strategy Coping with Uncertainty 3. Portfolio Strategy for a Diversified Corporation Business-Unit Versus Corporate Strategy Portfolio Design Major Moves to Attain Desired Portfolio From Concept to Practice 4. Corporate Input Strategy Corporate Resource Arsenal Corporate Management of Synergies Beyond the Portfolio 5. Shaping External Alignments Hostile Versus Passive Environments Analysis of Key Actors Choice of Alignments Maintaining Optimum Alignments 6. Birth and Nourishment of a New Strategy Design of a Strategic Planning System Impetus to Challenge the Status Quo Acceptance and Commitment Incrementalism Part II Propulsion: Translating Strategy into Action 7. Programming -- Too Much or Too Little Man-on-the-Moon Approach Incrementalism -- Feeling Your Way Selective Programming Strategy Programs Versus Continuing Operations 8. Building Revised Patterns of Behavior Diagnose Need for Changes in Behavior Patterns Carefully Reshape Selected Behaviors Creating a Focused Climate: Senior Executive Role 9. Organizing to Execute Strategy Creating Operating Divisions That Match Strategy When to Combine or Split Off Business-Units Organizing Corporate Headquarters to Support Strategy Organization in Transition 10. The Right Person and the Right Carrot Matching Desired Executive Abilities with Strategy Using Present Executives to Carry Out a New Strategy Bringing in Outsiders Distinctive Issues in Acquisitions Incentives That Support Strategic Action 11. Resource Allocation -- Power of the Purse Strings Impact of Resource Allocation on Strategy Execution Two Tracks to Capital Allocation Sources of Conflict for Allocations Ways to Channel Capital Support for Strategy Treatment of Strategic Expenses Allocation of Non financial Resources 12. Controlling the Dynamic Process Controlling the Future Watch Progress on Strategic Thrusts Monitor Key External Variables dFull-Scale Reassessments at Milestones and Alerts Maintain Integrity of the Strategic Management Process Part III Integration: Strategy as a Moving Game Plan 13. Fitting Pieces into a Synergistic Whole Building Fit into an Integrated Management System within Each Business-Unit Adding Balance to the Integration of Each Business-Unit Integration at the Corporate Level 14. Hitting a Moving Target in a Rough Sea Ever-Changing Pressures for Action Key to Adaptability: Progress Reassessments Sequential Moves in Face of Uncertainty Contingency Plans Frequency of Progress Reassessments Corporate Inputs to Progress Reassessments Selected References Index
Contents Preface and Acknowledgments Part I The Trajectory: Sharpening the Strategic Focus 1. The Realm of Strategy Place of Strategy in Shaping and Guiding a Company Social Responsibility and Strategy From Concept to Practice 2. Strategic Direction of a Business-Unit Focus on Business-Units Four Vital Parts in a Business-Unit Strategy Coping with Uncertainty 3. Portfolio Strategy for a Diversified Corporation Business-Unit Versus Corporate Strategy Portfolio Design Major Moves to Attain Desired Portfolio From Concept to Practice 4. Corporate Input Strategy Corporate Resource Arsenal Corporate Management of Synergies Beyond the Portfolio 5. Shaping External Alignments Hostile Versus Passive Environments Analysis of Key Actors Choice of Alignments Maintaining Optimum Alignments 6. Birth and Nourishment of a New Strategy Design of a Strategic Planning System Impetus to Challenge the Status Quo Acceptance and Commitment Incrementalism Part II Propulsion: Translating Strategy into Action 7. Programming -- Too Much or Too Little Man-on-the-Moon Approach Incrementalism -- Feeling Your Way Selective Programming Strategy Programs Versus Continuing Operations 8. Building Revised Patterns of Behavior Diagnose Need for Changes in Behavior Patterns Carefully Reshape Selected Behaviors Creating a Focused Climate: Senior Executive Role 9. Organizing to Execute Strategy Creating Operating Divisions That Match Strategy When to Combine or Split Off Business-Units Organizing Corporate Headquarters to Support Strategy Organization in Transition 10. The Right Person and the Right Carrot Matching Desired Executive Abilities with Strategy Using Present Executives to Carry Out a New Strategy Bringing in Outsiders Distinctive Issues in Acquisitions Incentives That Support Strategic Action 11. Resource Allocation -- Power of the Purse Strings Impact of Resource Allocation on Strategy Execution Two Tracks to Capital Allocation Sources of Conflict for Allocations Ways to Channel Capital Support for Strategy Treatment of Strategic Expenses Allocation of Non financial Resources 12. Controlling the Dynamic Process Controlling the Future Watch Progress on Strategic Thrusts Monitor Key External Variables dFull-Scale Reassessments at Milestones and Alerts Maintain Integrity of the Strategic Management Process Part III Integration: Strategy as a Moving Game Plan 13. Fitting Pieces into a Synergistic Whole Building Fit into an Integrated Management System within Each Business-Unit Adding Balance to the Integration of Each Business-Unit Integration at the Corporate Level 14. Hitting a Moving Target in a Rough Sea Ever-Changing Pressures for Action Key to Adaptability: Progress Reassessments Sequential Moves in Face of Uncertainty Contingency Plans Frequency of Progress Reassessments Corporate Inputs to Progress Reassessments Selected References Index
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