Enterprise-Wide Strategic Management: Achieving Sustainable Success through Leadership, Strategies, and Value Creation

✍ Scribed by David L. Rainey

• Year: 2010
• Tongue: English
• Leaves: 527
• Edition: 1
• Category: Library

✦ Synopsis

In today's highly competitive and dynamic business environments, corporations can no longer afford to rely on the static strategic management constructs of the past. Enterprise-wide Strategic Management is a leading-edge work that shows how business leaders can take better advantage of their opportunities by taking a broader perspective of the world in which they operate. David Rainey advocates a holistic approach to the business environment, arguing that managers must work with all stakeholders, both internal and external, to create long-term success. Including numerous case studies featuring global corporations and small- and medium-sized enterprises (SMEs), the book provides guidance and support in formulating, developing, and implementing business strategies and action plans. It also includes advice on how to develop and deploy strategic management systems, management constructs, and organizational structures. This gives executives, strategic leaders, professionals, and practitioners the tools they need to create value and achieve sustainable success.

✦ Table of Contents

Half-title......Page 3
Title......Page 5
Copyright......Page 6
Contents......Page 7
Figures......Page 10
Tables......Page 12
Boxes......Page 13
Abbreviations......Page 14
Introduction......Page 17
NOTES......Page 28
Part I Context: Laying the foundation and the underpinnings of ESM......Page 29
Introduction......Page 32
An overview of business context......Page 33
A brief historical perspective of the enterprise......Page 39
The notion of a business enterprise......Page 49
The twenty-first-century framework of the extended enterprise......Page 51
Philosophical perspectives and underpinnings......Page 53
New ways of thinking strategically......Page 59
The imperative of value creation......Page 61
The overarching perspectives of the natural, social, and business worlds......Page 65
The global business environment......Page 69
A framework of the business unit and the extended enterprise......Page 72
The embedded corporate strategic management framework......Page 75
The strategic management system......Page 77
The strategic management process......Page 79
Summary......Page 80
References......Page 81
NOTES......Page 82
Introduction......Page 84
A brief historical perspective......Page 86
The development of selected strategic management models......Page 97
Reflections on reality......Page 104
Strategic leadership and management......Page 107
Innovation and integration......Page 109
Value networks and competitive forces......Page 115
The principles of SBD......Page 117
The philosophical underpinnings of SBD......Page 119
Summary......Page 122
References......Page 123
NOTES......Page 124
Introduction......Page 129
Strategic leadership in the twenty-first century......Page 131
Prime directive for strategic leaders......Page 135
Philosophical aspects and precepts......Page 137
The underlying principles of good leadership......Page 141
Leading strategic change of the enterprise......Page 142
The changing aspects of strategic management thinking......Page 145
A strategic--entrepreneurial mindset......Page 149
Determining what sustainable success means......Page 152
Assessing sustainable success......Page 157
Summary......Page 163
References......Page 164
NOTES......Page 165
Introduction......Page 167
Globalization......Page 169
Globalization and managing complexity......Page 171
A general perspective......Page 173
Overview......Page 177
Social factors......Page 180
Community involvement......Page 183
Stakeholder groups......Page 184
Political dimension......Page 185
Ethical dimension......Page 187
Economic dimension......Page 192
Technological dimension......Page 199
Environmental dimension......Page 201
Interrelationships among the dimensions......Page 204
Summary......Page 209
NOTES......Page 210
Introduction......Page 213
The traditional view of markets and customers......Page 215
The prevailing market perspectives......Page 217
Value proposition......Page 220
The concept of market space......Page 223
A framework of market space......Page 224
ESM implications of market space......Page 232
Perceiving broad-based opportunities......Page 235
Discovering broad-based opportunities......Page 237
The implicit process for finding new opportunities......Page 243
Business perspectives pertaining to external context......Page 249
Summary......Page 254
NOTES......Page 255
Part II Strategic management: Formulation and implementation......Page 257
Introduction......Page 259
Strategic formulation......Page 262
ESM and the strategic management process......Page 264
Strategic management techniques and life-cycle management......Page 268
Strategic logic......Page 269
Scope of the strategic management framework......Page 271
Understanding corporate strategic direction......Page 276
Strategic management constructs......Page 277
Overview......Page 280
Assessing the business environment......Page 282
Assessing market spaces......Page 284
Identifying opportunities and vulnerabilities in stakeholder space......Page 288
Assessing the intensity of the competitive landscape......Page 290
Assessing supply networks......Page 298
Assessing the implications of related industries......Page 301
Assessing the implications of the infrastructure......Page 303
Strategic analysis: Internal capabilities and resources......Page 305
Assessing the core competencies and capabilities......Page 306
Assessing the vital resources......Page 310
Assessing business portfolios and key relationships......Page 313
Summary......Page 323
NOTES......Page 324
Introduction......Page 326
Background on strategic options......Page 332
Mapping out select strategic options......Page 336
Growth and improvement options......Page 341
Development and learning options......Page 344
Learning......Page 346
Investment and divestment options......Page 347
Forming mission statements......Page 348
Selecting business unit objectives......Page 353
Summary......Page 370
NOTES......Page 372
Introduction......Page 374
General perspectives on business strategies......Page 376
Background......Page 378
Perspectives on low-cost leadership......Page 380
Perspectives on differentiation......Page 382
Perspectives on focus......Page 386
Overall implications and trends......Page 388
Underpinnings, philosophies, and categories......Page 389
General perspectives......Page 392
Fundamental approaches......Page 395
Expansion strategies......Page 396
Organic growth strategies......Page 398
International expansion and growth strategies......Page 399
The underpinnings of market space and competitive strategies......Page 404
Market space strategies......Page 406
Market-related strategies......Page 408
New market space strategies......Page 411
Competitive strategies......Page 412
Diversification strategies......Page 421
Special business strategies......Page 424
Action plans......Page 429
Internally focused actions......Page 430
Externally focused actions......Page 431
Strategic initiatives......Page 433
Initiatives to mitigate weaknesses, vulnerabilities, and barriers......Page 434
Strategic evaluation - inner loop......Page 435
Summary......Page 440
References......Page 442
NOTES......Page 443
Introduction......Page 444
General perspectives on strategic implementation......Page 446
A simplified framework for strategic implementation......Page 448
Theoretical aspects of strategic implementation......Page 451
Practical aspects of strategic implementation......Page 453
The roles of strategic leaders in implementation......Page 455
Adapting the management systems......Page 456
General design aspects......Page 462
Divisional form......Page 465
Project or program form......Page 467
Matrix organizational form......Page 469
Virtual structure......Page 471
The continuing evolution of business unit organizations......Page 472
Leading change through implementation programs......Page 473
Building new capabilities and managing resource allocations......Page 478
Establishing policies and adopting best practices......Page 481
Selecting and communicating the main management constructs......Page 484
Instituting control mechanisms......Page 487
Developing reward mechanisms......Page 492
Evaluation......Page 495
The operating system......Page 497
Functional strategies and tactics......Page 498
Program management......Page 502
References......Page 503
NOTES......Page 504
Introduction......Page 505
Future direction of ESM......Page 509
Concluding comments......Page 512
NOTES......Page 516
Index......Page 517