Campbell / Goold / Alexander Strategy for the Corporate Level

Where to Invest, What to Cut Back and How to Grow Organisations with Multiple Divisions
2. Auflage 2014
ISBN: 978-1-118-81835-0
Verlag: John Wiley & Sons
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 400 Seiten, E-Book

A revised edition of the bestselling classic
This book covers strategy for organisations that operate more than one business, a situation commonly referred to as group-level or corporate-level strategy. Corporate-level strategy addresses four types of decisions that only corporate-level managers can make: which businesses or markets to enter, how much to invest in each business, how to select and guide the managers of these businesses, and which activities to centralise at the corporate level. This book gives managers and executive students all the tools they need to make and review effective corporate strategy across a range of organisations.

Autoren/Hrsg.

Campbell, Andrew

Goold, Michael

Alexander, Marcus

Whitehead, Jo

Inhaltsverzeichnis

PREFACE vii
ACKNOWLEDGEMENTS xi
PART I - INTRODUCTION AND HISTORY 1
Chapter 1 Strategy for the Corporate Level: Summary of the MainMessages 3
Chapter 2 Some History: From Boston Box to Three Logics thatDrive Corporate Action 31
PART II - PORTFOLIO STRATEGY: WHERE TO INVEST AND WHATTO AVOID 73
Chapter 3 How to Find Good Businesses and Avoid Bad Businesses75
The Business Attractiveness matrix 83
Chapter 4 How to Make Businesses More Successful 99
The Heartland matrix 104
Chapter 5 How to Buy Low and Sell High 117
Fair Value matrix 133
Chapter 6 Making Decisions about Where to Invest and What toAvoid 139
PART III - WAYS OF ADDING AND SUBTRACTING VALUE FROMCORPORATE HEADQUARTERS 157
Chapter 7 Ten Sources of Value from Direct Influence 159
Chapter 8 Nine Sources of Value from Coordinating acrossBusiness Divisions 181
Chapter 9 Eight Ways Headquarters can Destroy Value 199
Chapter 10 How to Identify Sources of Added Value for YourCompany 219
PART IV - MANAGEMENT STRATEGY: HOW TO STRUCTURE, HOWMUCH TO CENTRALISE AND HOW TO GROW THE BUSINESS DIVISIONS237
Chapter 11 Structuring the Organisation into Businesses andDivisions 239
Chapter 12 Corporate-level Strategy in Integrated Companies- The Apple Example 259
Chapter 13 How Much to Centralise: Designing CorporateHeadquarters 279
Chapter 14 Developing New Capabilities at Corporate Headquarters303
Chapter 15 Encouraging Synergy and Cooperation across BusinessDivisions 321
PART V - RETROSPECTIVE 331
Chapter 16 Lessons from 20 Years of Consulting Experience333
Appendix The Links between International Strategy andCorporate-level Strategy 347
INDEX 379

Über Autor(innen)

Andrew Campbell, BA, MA, MBA, is a Director of AshridgeStrategic Management Centre. He is programme director of GroupLevel Strategy, Making Successful Acquisitions, AdvancedOrganisation Design and Designing Operating Models. Before joiningAshridge, Andrew was a Fellow of the Centre for Business Strategyat London Business School. Prior to that, he spent six years withMcKinsey & Co. Andrew has published numerous articles with theHarvard Business Review and authored many books includingCorporate Level Strategy (Wiley, 1994) and DesigningEffective Organizations (Jossey-Bass, 2002).
Marcus Alexander, MA, MBA, is a Director of AshridgeStrategic Management Centre. Marcus has taught on a wide range ofopen and tailored programmes over the last 23 years at Ashridge.Prior to that, he had worked in Investment Banking, in strategyconsulting, at the Boston Consulting Group in several countries,and as co-founder of a business that he subsequently sold to anAdvertising group. His publications include Corporate-LevelStrategy (Wiley, 1994) as well as many articles in theHarvard Business Review, California Management Reviewand Long Range Planning.
Michael Goold, BPhil, MA, MBA, is a founding Director ofAshridge Strategic Management Centre. His research and consultinginterests and expertise are concerned with corporate strategy andstructure, especially in multi-business companies. Prior toestablishing the Centre in 1987, he was a Senior Fellow at theLondon Business School. Michael has extensive consulting experiencewith senior management. From 1971 to 1983 he was a member of theBoston Consulting Group, and in 1978 was elected a Vice Presidentand Director of the firm.
Jo Whitehead, MA, MBA, PhD, is a Director of AshridgeStrategic Management Centre. Before joining Ashridge, Jo was a VicePresident and Director of the Boston Consulting Group (BCG) andacted as BCG's Director of Energy Research and Marketing. Joalso worked as an Assistant Professor at London Business School,where he taught primarily on Executive Education programmes. Joco-authored the book Think Again, with Andrew Campbell andSydney Finkelstein (Harvard Business Press, 2009). His most recentbook is What You Need to Know about Strategy (Capstone,2011).