Designing World Class Corporate Strategies: Value-creating Roles for Corporate Centres
Designing World Class Corporate Strategies considers the key role of corporate centres within very large, primarily multi-business organisations. At present, these corporate centres are under attack as not creating and value and merely adding cost to their groups.
The authors have developed a corporate configurations model which demonstrates four ways in which corporate centres can add significant value. However this requires the centre to act in specific ways depending on the external environment in which the group is operating.
Designing World Class Corporate Strategies is highly readable, with a large number of illustrative examples included in the text. Academic references and theoretical underpinnings are placed in the final chapter of the book, so that the book is focused on the professional market for strategy and creating value.
*The examples used are from very well known multi-national organisations in order to make the book attractive in international markets.
*Tackles important issues incorporating theoretical and practical dimensions.
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achieve acquisition added value brand business unit managers buy-in centre’s challenge Chapter competitive advantage consultant style control process controls configuration groups core processes corporate advantage corporate configurations model corporate strategy cost reduction create creative configuration culture customers developed direct intervention economies of scale environment existing knowledge expertise exploitation focus focused group’s growth identify implemented increased individual business units industry Jack Welch leader style leadership role leverage Low Low Martin Sorrell Maurice Saatchi ness units organisation planning and control potential profit Rainbow Diagram rate centre reduce relevant result Saatchi & Saatchi Scale Knowledge scope configuration service level agreements share shareholder value shown in Figure significant significantly skills Source of Corporate specific standardisation style corporate centre style of corporate successful support activities sustainable targets tion transactional leadership transformational leadership transition underlying businesses value adding value capture value-adding role vision