The Role of the Organizational Leader in Organizational CultureĮncourage Dissemination of Stories and Legends about Core Values
Recruiting and Developing Talented Operational Leadership Outsourcing-Creating a Modular Organizationĭiscussion Case: The Secret of BMW’s Success Restructure to Emphasize and Support Strategically Critical Activities
Redefine the Role of Corporate Headquarters from Control to Support and Coordinationīalance the Demands for Control/Differentiation with the Need for Coordination/Integration Initial Efforts to Improve the Effectiveness of Traditional Organizational Structures Traditional Organizational Structures and Their Strategy-Related Pros and Cons Qualities of Effective Short-Term Objectivesįunctional Tactics That Implement Business Strategiesĭifferences between Business Strategies and Functional TacticsĮmpowering Operating Personnel: The Role of Policiesĭiscussion Case 1: A Better Look at the Boss’s Payĭiscussion Case 2: He’s Making Hay as CEOs Squirmĭiscussion Case 3: Google Gives Employees Another Option PART THREE STRATEGY IMPLEMENTATION, CONTROL, AND INNOVATION The Corporate Parent Role: Can It Add Tangible Value?ĭiscussion Case: eBay’s Changing Identity The Synergy Approach: Leveraging Core Competencies The Industry Attractiveness–Business Strategy Matrix The Portfolio Approach: A Historical Starting Point Opportunities for Building Value as a Basis for Choosing Diversification or Integration Stages of Industry Evolution and Business Strategy ChoicesĬompetitive Advantage in Fragmented IndustriesĬompetitive Advantage in Global Industriesĭominant Product/Service Businesses: Evaluating and Choosing to Diversify to Build Value Sequence of Objectives and Strategy Selectionĭiscussion Case: VW’s New Strategic Plan for the United StatesĮvaluating and Choosing Business Strategies: Seeking Sustained Competitive AdvantageĮvaluating Speed as a Competitive AdvantageĮvaluating Market Focus as a Way to Competitive Advantage Selection of Long-Term Objectives and Grand Strategy Sets Internal Analysis: Making Meaningful Comparisonsīenchmarking: Comparison with CompetitorsĬomparison with Success Factors in the Industryĭiscussion Case: Apple’s Blueprint for GeniusĪPPENDIX A Key Resources across Functional Areas Using the Resource-Based View in Internal Analysis Three Basic Resources: Tangible Assets, Intangible Assets, and Organizational Capabilities Recognizing the Difficulty in Activity-Based Cost Accounting Using SWOT Analysis in Strategic Analysis SWOT Analysis: A Traditional Approach to Internal Analysis Market Requirements and Product CharacteristicsĬompetitive Strategies for Firms in Foreign Marketsĭiscussion Case: China Mobile’s Hot SignalĪPPENDIX Components of the Multinational Environment Multidomestic Industries and Global Industries Human Resources: Nature of the Labor MarketĪPPENDIX Sources for Environmental Forecasting Industry Analysis and Competitive Analysis Mutual Advantages of Collaborative Social Initiativesįive Principles of Successful Collaborative Social Initiatives Satisfying Corporate Social Responsibility Privatization as a Response to Sarbanes-Oxley The Stakeholder Approach to Social ResponsibilityĬorporate Social Responsibility and Profitability The Nature and Value of Strategic Managementĭiscussion Case: Carlyle Changes Its Stripesīasic Product or Service Primary Market Principal TechnologyĬompany Goals: Survival Growth Profitabilityĭiscussion Case: Anger over CEO Pay Has Put Directors on the Hot SeatĪPPENDIX BB&T Vision, Mission, and Purposeģ Corporate Social Responsibility and Business Ethics PART ONE OVERVIEW OF STRATEGIC MANAGEMENT
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