how to grow and prosper by defying best practices and reinventing Your strategy Gorchels, Linda Primary Author mixed material bibliography New York McGraw-Hill 2012 en English

Printed Material

xiv, 204 p. : refs., index ; 23 cm. From the award-winning author of The Product ManagerÂ’s Handbook comes the definitive guide to transforming your strategies and business models for todayÂ’s changing market. Combining traditional theories with the latest tools and technologies, this holistic approach integrates the best of all worlds to help you build a mental model which evolves with your organizational needs. Filled with a wide range of specific strategies as well as big-picture planning guides, Business Model Renewal will help you figure out where you are, where you want to go, and how to achieve your long-term goals. Table of Contents Author’s Note ix Prologue xi Part I Establishing Context 1 Chapter 1 Defy Best Practices 3 Connect Strategies and Business Models Consider the Ecosystem of Success Are There Best-Practice Business Models? Establish a Planning Framework Domain 1 Context Internal Scan External Scan Technology Industry Market External Events and Trends Porter’s Five Forces Domain 2 Strategic Decisions Domain 3 Alignment Interview with Kay Plantes (economist, corporate strategy expert, and author): The Importance of Developing a Business Model Portfolio Chapter 2 Define a Growth Agenda 35 Beware of "One-Paradigm" Consultants (or Managers) Growth from the Core Pursuit of Quality/Efficiency Advantages Pursuit of Marketplace Advantage Innovating into New Areas The Growth Portfolio Sustaining Growth Reinforcement and Protection Strategies Stay the Course Reduce the Scope Defend the Perimeter Renewal and Revitalization Strategies Add New Value Reposition Extend the Base Relaunch Rationalization Decisions and Retirement Strategies Transformative Growth Disruptive Growth Next Steps Interview with Bob Arzbaecher (President and CEO of Actuant Corp): Sustainable Growth without Radical Change Part 2 Mental Models and Insights 63 Chapter 3 Foresight: Betting on Turbulence 65 Every Business Decision is a Bet on the Future Scenario Development Process of Scenario Development Define Scenario Development Team Identify Drivers of Change Create Scenarios Determine How to Be Successful in Each of the Scenarios Seek Common or Agile Components and Establish Strategic Direction An Example: Corporate Energy Futures A Few More Tips on Scenario Development Group-Based Forecasting and Ideation The Delphi Method Prediction Markets Integrated Roadmapping Social Media Options Foresight and Business Models Interview with Peter Bishop (Associate Professor of Strategic Foresight and author): The Significance of Strategic Foresight in Thinking about the Future Chapter 4 Innovation: Looking for New Beginnings 85 What is Innovation? Product versus Business Model Innovation Diffusion of Innovation Innovating Existing Product Lines Continual Idea Sources Business Case Knowledge Ingraining an Innovative Culture Interview with Dave Franchino (President + Principal, Design Concepts, Inc.): Innovation from the Context of Business Models Chapter 5 Decision Making: Determining Direction 111 The Basic Framework High-Stakes Decision Making Historical Data May Not Be Relevant Many Decisions are Made under Stress Serious Biases May Thwart Performance The Consequences of a Wrong Decision are High Many People are Involved in the Decision Business Model Changes Trigger an Ecosystem of Decisions Organizational Decision Making Interview with John Conover (President, Ingersoll Rand Security Technologies): Decision Making is a Critical Part of Leadership Part 3 Business Models: Aligning to Make Things Happen 129 Chapter 6 Contextual Leadership 131 The Role of the Individual in Leadership Leadership and Followership Emotional Intelligence Transformational Leadership Understanding the Need for Change Creating a Shared Vision Paving the Way Building Leaders at All Levels Leadership Essentials: Expert Advice Column Passion Focus The Tyranny of the Urgent Juggling Glass Ownership Interview with John Malanowski (VP-Human Resources, Kimberly-Clark Corporation- North Atlantic Consumer Products): The Importance of Leadership Talent Bench Strength in Business Model Renewal Chapter 7 Dynamic Strategy, Business Design, and Structural Alignment 151 Big Picture Thinking Must Coexist with Nuts-and-Bolts Proficiency An Iterative Planning Process Where are You Now? Where Do You Want to Go Long-Term? What are You Going to Accomplish during This Planning Cycle? Target Market Planning FACTS How are You Going to Accomplish Your Objectives? What are Your Metrics for Tracking Results? Dynamic Strategy and Business Model Renewal Interview with Scott Lingren (Director of Corporate Strategy and Business Transformation, Freescale Semiconductor): Cracking the Real-World Code for Linking Strategy with Implementation Chapter 8 The People Side of Alignment: Culture and Organizational Change 179 The Monkey Parable Corporate Culture Leading Change Sense of Urgency Guiding Team Powerful Vision Share the Vision Motivate Progress Coordinate Short-Term Wins Continuously Reinforce the Direction Embed the Required Culture Kaleidoscope or Binoculars Corporate Culture and Business Model Renewal Interview with Joan Finley, Ph.D. (Senior Program Manager, Baxter Healthcare): Orchestrating Business Model Renewal through Effective Organizational Change Initiatives Index 199 Innovation Leadership Business growth Strategic planning Business model Decision Making Organizational change Organizational development LQA/ADBE 42 9780071784030 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen LQA/ADBE 42 Gor 36192 General (General) LQA/ADBE 42 Gor 40228 2013-10-29 00:00:00 2021-08-12 11:53:14 machine generated