Strategy in Action: A Holistic Management Strategy Framework to Navigate Businesses and Multinational Organizations

✍ Scribed by Angel Gavieiro Besteiro

• Publisher: Springer
• Year: 2022
• Tongue: English
• Leaves: 305
• Series: Management for Professionals
• Category: Library

✦ Synopsis

How to develop best-practice strategy in a business or a multinational organization? Putting in value the strategy function and embracing a Holistic Management Strategy (HMS) framework would unleash performance for any business or organization. This book illustrates with real examples the HMS, a set of 10 frameworks that provide best-practice to design and develop strategy. The HMS approach is differentiated between business unit and divisional/group level, and adapted to situations of existing versus new markets and organic versus inorganic growth. The book introduces new topics such as integrated business model and strategy & financial plan at business unit level, attractiveness and opportunities framework for new markets linked with inorganic growth, portfolio horizons connected with the company’s market valuation gap, leadership & management excellence programme (e.g. THICOSIV), company excellence based on a balanced designed and considered decision-making, the future of the strategy function, and seven meta-architectural levers to successfully address digital disruption.

✦ Table of Contents

Foreword
Acknowledgements
Introduction
Organizations´ Excellence vs Mediocrity
Management Quality
Management Strategy
Book´s Intent
Book´ Structure
Contents
List of Figures
Part I: About Strategy for Existing Geography and Business´ 1: Business Model 1.1 Market Dynamics 1.2 Client Segmentation 1.3 Value Proposition Definition 1.4 Value Proposition Delivery 1.5 Financial Impact References 2: Strategy Blueprint 2.1 Purpose 2.1.1 Mission, Vision and Values 2.1.2 Goals 2.2 Diagnosis 2.3 Core Strategy 2.4 Coherent Action References 3: Financial Plan 3.1 Financial Plan 3.2 Phase I-Strategy Blueprint Refresh 3.2.1 Step-1: Diagnosis 3.2.2 Step-2: Strategy Development 3.3 Phase II-Financial Plan Modelling 3.3.1 Step-1: Financial Drivers Analysis 3.3.2 Step-2: Baseline Financial Modelling 3.3.3 Step-3: Investment / Divestment Cases 3.4 Phase III-Innovation Strategy and Finance Loop References Part II: AboutStrategy for New Geographies and/or Businesses´ and Strategy & Execution´ 4: Attractiveness and Opportunities 4.1 Geography/Business Attractiveness 4.1.1 Environment 4.1.2 Industry 4.2 Organic/Inorganic Opportunities 4.2.1 Legacy 4.2.2 Target Identification 4.2.3 Opportunities 5: Inorganic Growth Process 5.1 Deal Origination 5.2 Valuation 5.3 Due Diligence 5.4 Deal Negotiation 6: Strategy and Execution 6.1 Strategy Versus Execution 6.2 Strategy and Business Development Dynamics 6.3 Implementation-Mobilization 6.4 Implementation-Transformation References Part III: AboutPortfolio Strategy´
7: Portfolio Value Gap
7.1 Business Performance Improvement
7.2 Business Growth (Organic/Inorganic)
7.3 Business Restructuring and Disposals
8: Portfolio Horizons
8.1 3-Horizons Framework
8.2 Portfolio Horizons Framework
8.3 Resource Reallocation
References
Part IV: About Company & Leadership Excellence´ 9: Leadership and Management Excellence 9.1 Thinking 9.2 Honesty 9.3 Influencing 9.4 Communication 9.5 Organization 9.6 Strategy 9.7 Investing 9.8 Value References 10: Company Excellence 10.1 Balanced Designed: Two Kernels 10.1.1 Clock Building 10.1.2 Genius of theAnd´
10.2 Balanced Designed: Two Pillars
10.2.1 Core Ideology
10.2.2 Drive for Progress
10.3 Balanced Design: Five+One Key Distinctive Elements
10.3.1 Home-grown Management
10.3.2 Cult-like Culture
10.3.3 Very Ambitious Goals
10.3.4 Experimentation
10.3.5 Continuous Improvement
10.3.6 Consistent Alignment
10.4 Considered Decision-Making
10.4.1 Definition
10.4.2 Taxonomy
10.4.3 Governance
10.4.4 Process
10.4.5 Tool
References
Part V: About `The Future of Strategy´
11: Strategy Function
11.1 Diagnosis
11.2 Prescription
11.2.1 Remit
11.2.2 Organization
11.2.3 Content and Practices
11.2.4 Talent
11.2.5 Reporting
11.3 Expected Outcome
References
12: Digital Strategy
12.1 Historical Context of Digital and Banking
12.2 Surge of FinTech
12.3 Dynamics of FinTechs Versus Incumbent Banks
12.4 Digital Disruption Impact on Financial Services
12.5 Strategy for Digital Transformation
12.5.1 Digital Transformation Imperatives
12.5.2 Digital Business Model
12.5.3 Meta-architectural Levers
12.5.4 Execution of Digital Transformation
12.6 Future of Digital Financial Services
References
Epilogue
Glossary
Bibliography
Books
Articles
Webpages