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Total Strategic Alignment

by Robert S. Kaplan David P. Norton

The Balanced Scorecard has evolved into the centerpiece of sophisticated systems employed to manage the execution of strategy, ensuring companies the ability to align all units, processes, and systems. In this chapter, the authors outline a simple management framework for strategy execution and examine the four necessary components for total strategic alignment: strategic fit, organization alignment, human capital alignment, and alignment of planning and control systems.

Sa Sa Cosmetics

by David E. Bell

Sa Sa Cosmetics has had spectacular success as a low-price retailer of branded cosmetics. But recently, growth has slackened. What are the causes? This case describes recent strategic initiatives and provides market research data to aid the students in diagnosis.

Overview of Project Finance--2004 Update

by Aldo Sesia Benjamin C. Esty

Introduces the field of project finance and provides a statistical overview of the project-financed investments over the last five years. Defines project finance and contrasts it with other well-known financing structures. Describes the evolution of project finance, from its beginnings in the natural resources industry in the 1970s to the U.S. power industry in the 1980s and to a much wider range of industry applications and geographic locations in the 1990s and 2000s. Provides a statistical overview of project-financed investments over the last five years (2000-2004), featuring industry, project, and participant data. Also discusses current and likely future trends and provides terminology and institutional details.

Playing to Win: Introduction, How Strategy Really Works

by A. G. Lafley Roger L. Martin

Play to Win: How Strategy Really Works is an 8-chapter books published in 2013 by Harvard Business Review Press and written by former Procter & Gamble CEO A.G. Lafley and Rotman School of Management Dean Roger L. Martin. The authors present a framework for creating strategy based on a decade of work at P&G. The framework is a strategic choice cascade, made up of 5 decision points that apply to companies of all sizes and in all markets. The model guides leaders in making choices around a winning aspiration, where to play, how to win, core capabilities, and management systems and is enriched by using the context of P&G's experience. The authors provide perspectives on how to put the framework into practice, offering practical tips and personal insights. The book's Introduction, How Strategy Really Works (6 pages), lays the foundation by highlighting the central concepts. The authors define strategy as making choices of what to do and what not to do, and explain why this process is essential to understanding and planning for a business. They explain briefly how they developed their framework during their time at P&G, but they also believe that this strategic process applies to companies of all sizes. The chapter ends with a look at common, yet ineffective, ways that leaders tend to approach strategy, thus setting up the arguments presented in the chapters.

Plaza, the Logistics Park of Zaragoza

by Noel Watson Santiago Kraiselburd

In the year 2000, the Government of the Autonomous Community of Arag n, Spain, made public a project for the development of a large-scale logistics park in the outskirts of the city of Zaragoza. With an area of nearly 13 square kilometers, PLAZA (an acronym for Zaragoza Logistics Platform) would be by far the largest logistics park either built or under development in all of Europe. This case illustrates the motivations behind such an undertaking, the reasoning used in deciding the feasibility of the location of the park, and also the advantages (and disadvantages) related to the project. The case provides sufficient data to prepare an analysis from the point of view of a potential customer, where the cost advantage or disadvantage of locating a facility in Zaragoza (with respect to Rotterdam, a preferred European location) can be quantified, and where the parameters can be changed to determine the main drivers behind such a decision, and how changes in these drivers can affect the customer's analysis. The results are meant to serve as input for PLAZA management to understand which types of customers to target, and how to address the issues that could hinder the park's projected growth.

Reducing Risks with Safeguards: Techniques for Guarding Against the Mental Distortions that Lead to Bad Decisions

by Sydney Finkelstein Jo Whitehead Andrew Campbell

The Bay of Pigs was a military and political fiasco, but President Kennedy learned from his mistake and created a process that reduced the risk of a flawed decision when faced with the Cuban Missile Crisis the following year. He recognized the potential to prejudge the situation, draw on misleading experiences, and be over-influenced by self-interest, so safeguards were put in place to guide his decision making. Safeguards can involve a wide range of interventions, process changes, people choices, analytical techniques, and other mechanisms that can be introduced to reduce the risk of flawed decisions. While every organization has some sort of process to manage decisions, safeguards are additional measures. In this chapter, the authors describe four categories of safeguards that fortify the decision making process. This chapter was originally published as chapter 9 of "Think Again: Why Good Leaders Make Bad Decisions and How to Keep It From Happening to You."

Playing to Win: Conclusion. The Endless Pursuit of Winning

by A. G. Lafley Roger L. Martin

Play to Win: How Strategy Really Works is an 8-chapter books published in 2013 by Harvard Business Review Press and written by former Procter & Gamble CEO A.G. Lafley and Rotman School of Management Dean Roger L. Martin. The authors present a framework for creating strategy based on a decade of work at P&G. The framework is a strategic choice cascade, made up of 5 decision points that apply to companies of all sizes and in all markets. The model guides leaders in making choices around a winning aspiration, where to play, how to win, core capabilities, and management systems and is enriched by using the context of P&G's experience. The authors provide perspectives on how to put the framework into practice, offering practical tips and personal insights. In their Conclusion, The Endless Pursuit of Winning (6 pages), the authors provide a brief recap of their strategic model and offer their perspective on implementing strategy in a changing and volatile world. They outline the common mistakes that companies make in creating a strategy, such as targeting too many customer types, competing in too broad a marketplace, and not choosing a distinctive strategy. They also outline key indicators of a winning strategy, including internal strategic tools and external factors such as customer response and competitor relationships.

S&P Indices and the Indexing Business in 2012

by Alison Berkley Wagonfeld Luis M. Viceira

In June 2012, Standard & Poor's Indices is finalizing a deal with the CME Group, the largest global exchange for futures and options and majority owner of Dow Jones Indexes, to combine their respective indices business into a new joint venture called S&P Dow Jones Indices. This case discusses the index provider business model through the lenses of this transaction: sources of revenue and profitability, business valuation, uses of indexes in the money management industry, types of indexes, intellectual property protection issues, and competition, marketing, and growth opportunities. The case makes special emphasis on the strategic drivers for business consolidation and combination in an environment of increased competition, trends toward self-indexation, and growth of indexing at a global scale.

Sealed Air Corps Leveraged Recapitalization (A)

by Brian Barry Karen H. Wruck

Less than a year after Sealed Air embarked on a program to improve manufacturing efficiency and product quality, the company borrowed almost 90% of the market value of its common stock and paid it out as a special dividend to shareholders. Management purposefully and successfully used the leveraged recapitalization as a watershed event, creating a crisis that disrupted the status quo and promoted internal change, which included establishing a new objective, changing compensation systems, and reorganizing manufacturing and capital budgeting processes.

Redifferentiating Products and Services: Employ an Entrepreneurial Mindset

by Rita Gunther Mcgrath Ian Macmillan

The current business environment is tumultuous and full of uncertainty. What you need is an entrepreneurial mindset--a way of thinking about your business that captures the benefits of uncertainty. The key aspect of establishing an entrepreneurial mindset is encouraging everyone to find opportunities to change your business model. This chapter focuses on redifferentiating products and services using consumption chain analysis and quizzing. This chapter is excerpted from "The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty."

Sealed Air Corporation: Deciding the Fate of VTID

by Elie Ofek

In mid 2010 the Sealed Air Corporation has to decide on next steps for its novel video tracking technology (called VTID) after unsuccessful attempts to market it in three different industry settings. The company must determine whether its most recent target market, the quick-serve restaurant segment, is still worth pursuing or whether the company should look for a different application and market altogether. The company could also revisit the previous two applications, tracking and tracing processed meat and tracking employee safety practices. At the other extreme, after seven years of R&D and marketing efforts and millions of dollars in expenses, the company could cease attempts to commercialize VTID.

Playing to Win: 8. Shorten Your Odds

by A. G. Lafley Roger L. Martin

Play to Win: How Strategy Really Works is an 8-chapter books published in 2013 by Harvard Business Review Press and written by former Procter & Gamble CEO A.G. Lafley and Rotman School of Management Dean Roger L. Martin. The authors present a framework for creating strategy based on a decade of work at P&G. The framework is a strategic choice cascade, made up of 5 decision points that apply to companies of all sizes and in all markets. The model guides leaders in making choices around a winning aspiration, where to play, how to win, core capabilities, and management systems and is enriched by using the context of P&G's experience. The authors provide perspectives on how to put the framework into practice, offering practical tips and personal insights. Chapter 8, Shorten Your Odds (28 pages), explores group decision making and provides practical insight on how to put the strategic choice cascade into practice. The authors critique the traditional approach to generating "buy-in" and offer a process to focus on the critical questions for determining strategy. This process enables leaders to "reverse engineer" the possible outcomes and make informed choices. The authors walk the reader through seven steps from framing a choice and broadening the options, to using a strategic logic flow and testing outcomes. The chapter includes two essays "The Most Important Question In Strategy" and "The Power of an Outside Strategy Partner."

The Redgrove Axial Workshop

by Michel Anteby Mikell Hyman

Marc Fontaine, a new manager at a global manufacturing company, is on a fast-track to a senior managerial position. One morning, in a storage room, he discovers ornamental artifacts made with the same materials used for official production. He suspects workers have been making these items with company materials. At that moment, a worker enters the room to fetch a tool. Fontaine asks what is going on with these items, but the worker claims ignorance and quickly leaves. Fontaine is meeting his boss and the plant director that afternoon. What should he do? Say something? Pretend nothing happened? This case deals with group dynamics, informal behaviors, and ethics at work.

The S-Curve and Its Strategic Lessons: What Curve Are You On?

by Harvard Business Review Press

Whatever type of innovation you pursue will come up against some sort of constraint that will inhibit progress. This chapter explains the idea of the S-curve--a chart that plots performance and cost against time and investment. This chart has implications for managers and innovators, and the chapter explains how to use the tool effectively. This chapter is excerpted from "Harvard Business Essentials: Innovator's Toolkit" and was adapted from "Harvard Business Essentials: Managing Creativity and Innovation."

Strategy Reading: Technology Strategy

by Pai-Ling Yin

This Reading examines how firms can use new technology to compete successfully. It starts by distinguishing how technology strategy is different from conventional competitive strategy. The Reading then describes how technology leaders can develop strategies to manage technology risks, identify market needs, commercialize new technologies, and compete successfully in a market. The author also identifies various factors that determine whether it is better for a firm to lead or follow when introducing a new technology to a market. Such factors include whether a new technology affects only current offerings in an existing industry, or whether it creates an entirely new offering for a new industry. The Reading then considers how a business can position itself to exploit the next new technology. A Supplemental Reading section explains the importance of platform technologies and the strategies that can help a firm succeed in platform competition.

Overview: Making Innovation Pay

by John Butman Harold L. Sirkin James P. Andrew

For almost every company, the greatest challenge of innovation is not a lack of ideas but rather, successfully managing innovation so that it delivers the required payback, or return on the company's investment of money, time, and people. This chapter introduces the concept of payback and summarizes three innovation business models and what it takes to align and lead for payback.

Playing to Win: 7. Think Through Strategy

by A. G. Lafley Roger L. Martin

Play to Win: How Strategy Really Works is an 8-chapter books published in 2013 by Harvard Business Review Press and written by former Procter & Gamble CEO A.G. Lafley and Rotman School of Management Dean Roger L. Martin. The authors present a framework for creating strategy based on a decade of work at P&G. The framework is a strategic choice cascade, made up of 5 decision points that apply to companies of all sizes and in all markets. The model guides leaders in making choices around a winning aspiration, where to play, how to win, core capabilities, and management systems and is enriched by using the context of P&G's experience. The authors provide perspectives on how to put the framework into practice, offering practical tips and personal insights. In Chapter 7, Think Through Strategy (23 pages), the authors provide guidance on how to organize strategic thinking and synthesize complex data. They offer a framework, called the "strategic logic flow," which identifies four major dimensions for leaders to consider-the industry, the customers, a company's relative position, and the competition-and then present seven questions that systematically evaluate these four dimensions. The strategic logic flow allows management to identify key areas of analysis to generate competitive advantage. The authors explain the seven questions using examples from many of P&G's business units. The chapter includes the essay "The Long Road to the Logic Flow."

Sealed Air Corp.: Globalization and Corporate Culture (A) (Abridged)

by Lynn Sharp Paine Karen H. Wruck

Sealed Air Corp.'s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the culture that has been one of the company's key assets. However, their experience in integrating acquired companies, especially outside the United States, has heightened their awareness of differences among the regional cultures of the world and the challenges they face in maintaining a unified corporate culture.

Strategy Reading: Sustaining Competitive Advantage

by Felix Oberholzer-Gee

This Reading examines the challenge of achieving sustained, superior profitability. It begins by considering some trends in financial returns that raise the question of whether sustained profitability is feasible. The Reading then explores seven mechanisms that can lead to extraordinary long-term performance, including switching costs, network effects, and learning. Finally, the author considers forces outside the market that can undermine superstar firms. Overall, the author argues that a long-lasting advantage is difficult, but not impossible, to achieve.

The Redefinition Dilemma: How to Determine Whether Redefining Your Core Business Is the Right Course of Action

by James Allen Chris Zook

International bestseller Profit from the Core was originally published in 2001 and helped many companies find their way back to profitable growth after the Internet bubble burst. Now, the fully updated edition points the way forward in today's economy with new examples and data that demonstrate how companies have met the challenges and opportunities of turbulent times by returning to their core businesses. Sometimes the core encounters turbulence when an industry or economy falters, technology changes, customer needs shift, or a new business model abruptly grabs market share. Succeeding in a major redefinition of the core business is rare, but it can be accomplished. This chapter introduces "litmus tests" for determining when redefinition may be in order, provides detailed case examples to illustrate the scenarios, and cites key implementation lessons from companies like Marvel Entertainment, General Dynamics, and Apple. This chapter was originally published as Chapter 4 of Profit from the Core (Updated Edition): A Return to Growth in Turbulent Times.

Overhead Reduction Task Force

by J. Richard Hackman John J. Gabarro Ruth Wageman

A middle manager is about to meet with his boss to discuss her request that he head up a task force to determine how overhead can be reduced by 20%. He must decide what to address in that meeting and how the task force should be launched and led. The focus is on team leadership at four stages in a team's life cycle: 1) preparation, 2) initial meeting, 3) mid-course consultation, and 4) post-performance debriefing. A rewritten version of an earlier case.

Playing to Win: 6. Manage What Matters

by A. G. Lafley Roger L. Martin

Play to Win: How Strategy Really Works is an 8-chapter books published in 2013 by Harvard Business Review Press and written by former Procter & Gamble CEO A.G. Lafley and Rotman School of Management Dean Roger L. Martin. The authors present a framework for creating strategy based on a decade of work at P&G. The framework is a strategic choice cascade, made up of 5 decision points that apply to companies of all sizes and in all markets. The model guides leaders in making choices around a winning aspiration, where to play, how to win, core capabilities, and management systems and is enriched by using the context of P&G's experience. The authors provide perspectives on how to put the framework into practice, offering practical tips and personal insights. Chapter 6, Manage What Matters (29 pages), examines the last step in the model, management systems. The authors argue that successful strategy requires a company's leaders to actively implement and support its strategy with the right processes and systems. This includes implementing systems for creating and reviewing the strategy, creating structures to support the organization's core capabilities, and taking measures to ensure that the strategy is working. The authors look at the importance and role of corporate culture, communication channels, and measurement tools, drawing on a number of approaches and strategies employed by P&G management teams. The chapter includes the essay "Communicating to the Organization."

Strategy Reading: Setting Aspirations-Mission, Vision and Values

by Ramon Casadesus-Masanell

"Setting Aspirations-Mission, Vision, and Values" introduces students to the concepts of organizational aspirations and the link to strategy. The Reading presents a framework for analyzing aspirations, discusses the differences between mission and vision, and uses industry examples to explore how mission and vision form a firm's strategy. It also addresses general misconceptions about organizational aspirations.

Ryanair Holdings plc

by Mark T. Bradshaw

Examines the valuation of an Irish airline that reported its first decline in net income in 2004 and saw a 30% stock price drop on the news. Ryanair is a low-cost, low-fare airline headquartered in Dublin, Ireland, operating over 200 routes in 20 countries. The company has directly challenged the largest airlines in Europe and has built a 20+ year track record of incredibly strong passenger growth while progressively reducing fares. It is not unusual for one-way tickets (exclusive of taxes) to sell on Ryanair's Web site for less than one euro. Having created profitable operations in the difficult airline industry, industry analysts and Ryanair itself have likened the airline to its U.S. counterpart, Southwest Airlines, and the common stock has attracted the attention of investors in Europe and abroad. Valuing Ryanair is problematic because of the general levels of uncertainty in the industry (i.e., fuel costs, labor, macroeconomic factors, etc.) and is exacerbated by the company's stated goal of actually decreasing fares each year.

Showing 8,226 through 8,250 of 15,743 results

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