Advance praise for Corporate-Level Strategy. "At last a book that cuts through all the corporate jargon and academic generalizations to answer the question 'Does the corporate parent create or destroy value for the organization?' The authors suggest a simple yet compelling framework for making this determination. Must reading for students and practitioners alike." -Robert Cizik Chairman and Chief Executive Officer Cooper Industries "In an era when the role of corporate-level management is quite justifiably being questioned and challenged, it is refreshing to find a book that clearly shows how parent companies can add rather than destroy value in their businesses. As we would expect of these world class authorities, Goold, Campbell, and Alexander have leveraged their fascinating research findings into an eminently readable and highly practical book." -Chris Bartlett Professor Harvard Business School "A vital and deeply researched contribution to thinking about corporate strategy." -Gary Hamel London Business School "I am very impressed by the extensive work on which this book is based, and by the concept of parenting advantage that it puts forward." -Yasutaka Obayashi Senior General Manager, Corporate Strategy Canon "Great companies grow, they don't just cut. With breakups and restructuring done, corporate parenting is coming back. Goold, Campbell, and Alexander have produced a comprehensive and intelligent book which should become a standard guide on the subject." -Tom Hout Vice President The Boston Consulting Group "A perceptive and valuable insight into an often underestimated area of strategy. This book clearly demonstrates the importance of parenting to the longer term development and prosperity of multibusiness companies." -Alan R. Jackson Chief Executive, BTR "I am glad someone has so well and so fully shed light on this important body of thinking." -Sigurd Reinton Director, McKinsey & Company, 1981-1988
Les informations fournies dans la section « Synopsis » peuvent faire référence à une autre édition de ce titre.
Les groupes diversifiés sont en concurrence pour détenir le meilleur avantage parental possible
Le but de l'organisation parente est de créer un surplus de valeur au sein de ses filiales et d'être le meilleur parent, par rapport aux holdings concurrentes, pour chacune d'entre elles.
La valeur se crée sous l'influence directe ou indirecte du parent
Économies d'échelles, synergies, gestion globale du portefeuille d'activités... Mais ces interventions peuvent aussi provoquer une destruction de valeur si l'offre du parent ne correspond pas aux besoins des filiales.
La stratégie des groupes repose sur leur conception de la création de valeur
Elle définit comment le parent va créer de la valeur dans ses filiales, en s'appuyant sur leurs caractéristiques respectives. La stratégie adoptée détermine les évolutions du parent et de son portefeuille d'activités. -- Idées clés, par Business Digest
MICHAEL GOOLD, ANDREW CAMPBELL, and MARCUS ALEXANDER are directors of the Ashridge Strategic Management Centre in London. The Centre is dedicated to research and consulting with multibusiness companies. It is part of the Ashridge Trust, one of the world′s top centres for executive education and development. The authors were previously strategy consultants with either the Boston Consulting Group or McKinsey & Co., and have written numerous books for the senior management audience, including Strategies and Styles, Strategic Control, A Sense of Mission, Mission and Business Philosophy, Strategic Synergy, and Wake Up & Shake Up Your Company.
Les informations fournies dans la section « A propos du livre » peuvent faire référence à une autre édition de ce titre.
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