STRATEGY Process, Content, Context 2
اسلاید 1: STRATEGY Process, Content, ContextChapter 6Corporate Level Strategy
اسلاید 2: AgendaThe Issue of Corporate ConfigurationCorporate CompositionCorporate ManagementThe Paradox of Responsiveness and SynergyThe Demand for Multi-Business SynergyThe Demand for Business ResponsivenessPerspectives on Corporate Level StrategyPortfolio Organization PerspectiveIntegrated Organization PerspectiveThe Debate and Readings
اسلاید 3: I. Corporate Configuration Corporate Composition and Corporate ManagementThe Issue of Corporate ConfigurationWhat should be the profile of the corporation?Corporate CompositionIn what lines of business should the corporation be active?Corporate ManagementWhat organizational system is required to run the corporation?Corporate ScopeIn how many businesses should the corporationbe active?Corporate DistributionWhat should be the relative weightof each line of business?Integration MechanismsHow should synergies between businesses be realized?Management MechanismsWho should ensurethat synergies between businesses are realized?
اسلاید 4: Corporate Composition Determining Scope: Corporate growth dimensions
اسلاید 5: Corporate Composition Determining Scope and Distribution: Portfolio AnalysisBoston Consulting Group MatrixGeneral Electric Business Screen
اسلاید 6: Corporate Management Integration MechanismsCentralizationCoordinationStandardizationPhysically bringing resources and activities together into one organizational unitOrchestration of resources, activities and/or product offerings split between different business unitsCreating a common norm for resources, activities and/or product offerings across business units
اسلاید 7: Corporate Management Management MechanismsControlThe power to enforce integration on the basisof formal authorityCooperationAchieving integration by means of mutual adjustmentbetween business units
اسلاید 8: Corporate Management Corporate Integration through Control and Cooperation
اسلاید 9: II. Responsiveness & Synergy Dealing with the ParadoxMulti-BusinessSynergy The additional value createdby working in two or morebusiness areas, overand above the sum ofthe business parts BusinessResponsivenessThe ability to respond to the competitive demands of a specific business area in a timely and adequate manner
اسلاید 10: Multi-Business Synergy Three Major Forms
اسلاید 11: Multi-Business Synergy Six Categories of SynergyLeveraging ResourcesAligning PositionsIntegrating Activities Achieving resource reallocation Achieving resource replicationV. Improving bargaining positionVI. Improving competitive positionIV. Sharing value-adding activitiesIII. Linking value-adding activities
اسلاید 12: Business Responsiveness Major Problems for Multi-business FirmsHigh governance costsSlower decision-makingDulled incentivesDysfunctional controlStrategy incongruenceCoordinating activitiesMore layers of managementMisfit with business demandCorporate center misses specificbusiness know-howLack of autonomy has anegative impact on motivation
اسلاید 13: Overview of the perspectives Portfolio Organization versus Integrated OrganizationINTEGRATED PERSPECIVESynergy over responsivenessCommon core with business applicationsTightly related (focused) compositionMulti-business synergyIntegrating resources, activities & positionsJoint strategy developmentSetting direction and managing synergiesHighly integrated (interdependent)High, structural coordination between BUsAcquisitions are difficult to integratePORTFOLIO PERSPECTIVEResponsiveness over synergyCollection of business shareholdingsPotentially unrelated (diverse) compositionBusiness unit responsivenessCash flow optimization and risk balanceExerting financial controlCapital allocation and performance controlHighly autonomous (independent)Low, incidental coordination between BUsAcquisitions are simple to accommodate
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