Strategy in Action
The Execution, Politics, and Payoff of Business Planning
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Product details:
- Publisher Free Press
- Date of Publication 1 March 1984
- Number of Volumes Trade Paperback
- ISBN 9780029346709
- Binding Paperback
- No. of pages284 pages
- Size 228x152x21 mm
- Weight 436 g
- Language English 0
Categories
Long description:
From Simon & Schuster, Strategy in Action is Boris Yavitz and William H. Newman's guide to the execution, politics, and payoff of business planning.
Two management consultants explain how to transform business objectives into strategic action, detailing measures for changing business practices, eliminating ineffective personnel, and instilling confidence through well-defined statements of goals and missions.
William May The Journal of Business Strategy ...an excellent compilation of common sense, logic, and experience....It takes planning and application of planning out of the realm of the mysterious and into the practical application by the chief executive's office, the management staff, and the divisional operations.
Table of Contents:
Contents
Preface and Acknowledgments
Part I The Trajectory: Sharpening the Strategic Focus
1. The Realm of Strategy
Place of Strategy in Shaping and Guiding a Company
Social Responsibility and Strategy
From Concept to Practice
2. Strategic Direction of a Business-Unit
Focus on Business-Units
Four Vital Parts in a Business-Unit Strategy
Coping with Uncertainty
3. Portfolio Strategy for a Diversified Corporation
Business-Unit Versus Corporate Strategy
Portfolio Design
Major Moves to Attain Desired Portfolio
From Concept to Practice
4. Corporate Input Strategy
Corporate Resource Arsenal
Corporate Management of Synergies
Beyond the Portfolio
5. Shaping External Alignments
Hostile Versus Passive Environments
Analysis of Key Actors
Choice of Alignments
Maintaining Optimum Alignments
6. Birth and Nourishment of a New Strategy
Design of a Strategic Planning System
Impetus to Challenge the Status Quo
Acceptance and Commitment
Incrementalism
Part II Propulsion: Translating Strategy into Action
7. Programming -- Too Much or Too Little
Man-on-the-Moon Approach
Incrementalism -- Feeling Your Way
Selective Programming
Strategy Programs Versus Continuing Operations
8. Building Revised Patterns of Behavior
Diagnose Need for Changes in Behavior Patterns
Carefully Reshape Selected Behaviors
Creating a Focused Climate: Senior Executive Role
9. Organizing to Execute Strategy
Creating Operating Divisions That Match Strategy
When to Combine or Split Off Business-Units
Organizing Corporate Headquarters to Support Strategy
Organization in Transition
10. The Right Person and the Right Carrot
Matching Desired Executive Abilities with Strategy
Using Present Executives to Carry Out a New Strategy
Bringing in Outsiders
Distinctive Issues in Acquisitions
Incentives That Support Strategic Action
11. Resource Allocation -- Power of the Purse Strings
Impact of Resource Allocation on Strategy Execution
Two Tracks to Capital Allocation
Sources of Conflict for Allocations
Ways to Channel Capital Support for Strategy
Treatment of Strategic Expenses
Allocation of Non financial Resources
12. Controlling the Dynamic Process
Controlling the Future
Watch Progress on Strategic Thrusts
Monitor Key External Variables
dFull-Scale Reassessments at Milestones and Alerts
Maintain Integrity of the Strategic Management Process
Part III Integration: Strategy as a Moving Game Plan
13. Fitting Pieces into a Synergistic Whole
Building Fit into an Integrated Management System within Each Business-Unit
Adding Balance to the Integration of Each Business-Unit
Integration at the Corporate Level
14. Hitting a Moving Target in a Rough Sea
Ever-Changing Pressures for Action
Key to Adaptability: Progress Reassessments
Sequential Moves in Face of Uncertainty
Contingency Plans
Frequency of Progress Reassessments
Corporate Inputs to Progress Reassessments
Selected References
Index
