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Profit or Growth? Why you don't have to choose

Chakravarthy, Bala Lorange, Peter
Heftet / 2007 / Engelsk

Produktdetaljer

ISBN
9780273711728
Publisert
2007-08-15
Utgiver
Vendor
Wharton School Publishing
Vekt
540 gr
Høyde
242 mm
Bredde
161 mm
Dybde
20 mm
Aldersnivå
06, P
Språk
Product language
Engelsk
Format
Product format
Heftet
Antall sider
192

Forfatter
Chakravarthy, Bala
Lorange, Peter

Biographical note

Dr. Bala Chakravarthy

Professor of Strategy and International Management, IMD, International Institute of Management Development, Lausanne, Switzerland. Holder of the Shell Chair in Sustainable Business Growth.Doctorate from the Harvard Business School.

Broad research and consulting experience in strategic management, with particular emphasis on strategy process, corporate entrepreneurship, and managing organic growth.

Dr. Peter Lorange

President of IMD, International Institute of Management Development, Lausanne, Switzerland, and Nestle Professor of International Business.Doctorate from the Harvard Business School.

A research record, which includes pioneering work on strategic processes, joint ventures, and international strategy.

Profit or Growth? Why you don't have to choose

Chakravarthy, Bala Lorange, Peter
Heftet / 2007 / Engelsk
Chakravarthy, Bala Lorange, Peter
Heftet / 2007 / Engelsk
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Despite the importance of achieving sustainable profitable growth, evidence reveals that very few companies actually manage to show either of these, let alone both. In fact there is often tension between revenue growth and increased profitability, as well as between short term gains and sustainable long-term performance. Executives who can become skilled at balancing these conflicting goals will reap the rewards and this book shows you how to become one of them.Drawing on extensive research carried out with more than 5000 of the world's largest companies, including Nestle, Nokia and Shell, authors Chakravarthy and Lorange show you that to bring about genuinely sustainable profitable growth, business leaders must continually transform and renew their organisations. The book explores the four strategies to use to achieve growth through renewal: protecting and extending your core business, exploring new opportunities and capabilities, building, and leveraging. The authors explain each strategy, and the behaviours and techniques needed to apply it, using examples from international firms like Ericsson, Wal-mart and Hewlett Packard. Read this book, and you will find out that the role of executives at every level is essential in delivering the transformations required to produce profitable growth. You will then learn how to adapt your own behaviour in both strategic planning and in management to deliver sustainable profitable growth for your company.
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The author provides tools and a framework for successfully sustaining profitable growth. Focusing on the execution of renewal strategies, he examines the characteristics of the entrepreneur-manager, explains how to locate a suitable organizational home for the project, and presents ways to create support for its implementation.
Les mer
List of figures Acknowledgements 1 The performance dilemmas The elusive targets Tension between profitability and growth Managing performance dilemmas Wisdom from the field Driving profitable growth About this book What to expect PART ONE: STRATEGY 2 Renewal strategies Renovation and innovation The traditional renewal strategies Protecting and extending the core Transforming the core Two important bridging strategies Leveraging the core Building the core Risks in renewal Summary 3 Continuous renewal Continuous renewal strategies An exemplar: Best Buy Summary 4 A blended approach The wrong preoccupation Supporting the transform strategy Supporting the protect and extend strategy Supporting the build strategy Supporting the leverage strategy A blended approach to spurring continuous renewal An exemplar: Medtronic Summary PART TWO: EXECUTION 5 The entrepreneur-manager Skills of an entrepreneur-manager Personal traits Professional experience Summary 6 Sponsoring renewal Defining the scope of a renewal project Staffing the renewal project Locating a proper organisational home Tailoring the context for implementation Coaching and support Summary 7 Directing renewal Continuity and change Accountability and sharing Managing dilemmas Summary 8 The multi actor process Renewal strategies The entrepreneur-manager The sponsor's role Top management support The outcomes Summary Notes Appendices Index
Les mer

Relaterte produkter

Despite the importance of achieving sustainable profitable growth, evidence reveals that very few companies actually manage to show either of these, let alone both. In fact there is often tension between revenue growth and increased profitability, as well as between short term gains and sustainable long-term performance. Executives who can become skilled at balancing these conflicting goals will reap the rewards and this book shows you how to become one of them.Drawing on extensive research carried out with more than 5000 of the world's largest companies, including Nestle, Nokia and Shell, authors Chakravarthy and Lorange show you that to bring about genuinely sustainable profitable growth, business leaders must continually transform and renew their organisations. The book explores the four strategies to use to achieve growth through renewal: protecting and extending your core business, exploring new opportunities and capabilities, building, and leveraging. The authors explain each strategy, and the behaviours and techniques needed to apply it, using examples from international firms like Ericsson, Wal-mart and Hewlett Packard. Read this book, and you will find out that the role of executives at every level is essential in delivering the transformations required to produce profitable growth. You will then learn how to adapt your own behaviour in both strategic planning and in management to deliver sustainable profitable growth for your company.
Les mer
The author provides tools and a framework for successfully sustaining profitable growth. Focusing on the execution of renewal strategies, he examines the characteristics of the entrepreneur-manager, explains how to locate a suitable organizational home for the project, and presents ways to create support for its implementation.
Les mer
List of figures Acknowledgements 1 The performance dilemmas The elusive targets Tension between profitability and growth Managing performance dilemmas Wisdom from the field Driving profitable growth About this book What to expect PART ONE: STRATEGY 2 Renewal strategies Renovation and innovation The traditional renewal strategies Protecting and extending the core Transforming the core Two important bridging strategies Leveraging the core Building the core Risks in renewal Summary 3 Continuous renewal Continuous renewal strategies An exemplar: Best Buy Summary 4 A blended approach The wrong preoccupation Supporting the transform strategy Supporting the protect and extend strategy Supporting the build strategy Supporting the leverage strategy A blended approach to spurring continuous renewal An exemplar: Medtronic Summary PART TWO: EXECUTION 5 The entrepreneur-manager Skills of an entrepreneur-manager Personal traits Professional experience Summary 6 Sponsoring renewal Defining the scope of a renewal project Staffing the renewal project Locating a proper organisational home Tailoring the context for implementation Coaching and support Summary 7 Directing renewal Continuity and change Accountability and sharing Managing dilemmas Summary 8 The multi actor process Renewal strategies The entrepreneur-manager The sponsor's role Top management support The outcomes Summary Notes Appendices Index
Les mer

Produktdetaljer

ISBN
9780273711728
Publisert
2007-08-15
Utgiver
Vendor
Wharton School Publishing
Vekt
540 gr
Høyde
242 mm
Bredde
161 mm
Dybde
20 mm
Aldersnivå
06, P
Språk
Product language
Engelsk
Format
Product format
Heftet
Antall sider
192

Forfatter
Chakravarthy, Bala
Lorange, Peter

Biographical note

Dr. Bala Chakravarthy

Professor of Strategy and International Management, IMD, International Institute of Management Development, Lausanne, Switzerland. Holder of the Shell Chair in Sustainable Business Growth.Doctorate from the Harvard Business School.

Broad research and consulting experience in strategic management, with particular emphasis on strategy process, corporate entrepreneurship, and managing organic growth.

Dr. Peter Lorange

President of IMD, International Institute of Management Development, Lausanne, Switzerland, and Nestle Professor of International Business.Doctorate from the Harvard Business School.

A research record, which includes pioneering work on strategic processes, joint ventures, and international strategy.

Relaterte produkter