Strategy for the Corporate Level

Andrew Campbell 지음

Jossey-Bass 2014년 05월 16일 출간

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A revised edition of the bestselling classicThis book covers strategy for organisations that operate more than one business, a situation commonly referred to as group-level or corporate-level strategy. Corporate-level strategy addresses four types of decisions that only corporate-level managers can make: which businesses or markets to enter, how much to invest in each business, how to select and guide the managers of these businesses, and which activities to centralise at the corporate level. This book gives managers and executive students all the tools they need to make and review effective corporate strategy across a range of organisations.

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PrefaceAcknowledgementsPART I &n- INTRODUCTION AND HISTORY Chapter 1 Strategy for the Corporate Level: Summary of the Main MessagesChapter 2 Some History: From Boston Box to Three Logics that Drive Corporate ActionPART II &n- PORTFOLIO STRATEGY: WHERE TO INVEST AND WHAT TO AVOID Chapter 3 How to Find Good Businesses and Avoid Bad BusinessesThe Business Attractiveness matrixChapter 4 How to Make Businesses More SuccessfulThe Heartland matrixChapter 5 How to Buy Low and Sell HighFair Value matrixChapter 6 Making Decisions about Where to Invest and What to AvoidPART III &n- WAYS OF ADDING AND SUBTRACTING VALUE FROM CORPORATE HEADQUARTERS Chapter 7 Ten Sources of Value from Direct InfluenceChapter 8 Nine Sources of Value from Coordinating across Business DivisionsChapter 9 Eight Ways Headquarters can Destroy ValueChapter 10 How to Identify Sources of Added Value for Your CompanyPART IV &n- MANAGEMENT STRATEGY: HOW TO STRUCTURE, HOW MUCH TO CENTRALISE AND HOW TO GROW THE BUSINESS DIVISIONS Chapter 11 Structuring the Organisation into Businesses and DivisionsChapter 12 Corporate-level Strategy in Integrated Companies &n- The Apple ExampleChapter 13 How Much to Centralise: Designing Corporate HeadquartersChapter 14 Developing New Capabilities at Corporate HeadquartersChapter 15 Encouraging Synergy and Cooperation across Business DivisionsPART V &n- RETROSPECTIVE Chapter 16 Lessons from 20 Years of Consulting ExperienceAppendix The Links between International Strategy and Corporate-level StrategyIndex&

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저자(글) Andrew Campbell

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Andrew Campbell, BA, MA, MBA, is a Director of Ashridge Strategic Management Centre. He is programme director of Group Level Strategy, Making Successful Acquisitions, Advanced Organisation Design and Designing Operating Models. Before joining Ashridge, Andrew was a Fellow of the Centre for Business Strategy at London Business School. Prior to that, he spent six years with McKinsey Co. Andrew has published numerous articles with the Harvard Business Review and authored many books including Corporate Level Strategy (Wiley, 1994) and Designing Effective Organizations (Jossey-Bass, 2002).Marcus Alexander, MA, MBA, is a Director of Ashridge Strategic Management Centre. Marcus has taught on a wide range of open and tailored programmes over the last 23 years at Ashridge. Prior to that, he had worked in Investment Banking, in strategy consulting, at the Boston Consulting Group in several countries, and as co-founder of a business that he subsequently sold to an Advertising group. His publications include Corporate-Level Strategy (Wiley, 1994) as well as many articles in the Harvard Business Review, California Management Review and Long Range Planning.Michael Goold, BPhil, MA, MBA, is a founding Director of Ashridge Strategic Management Centre. His research and consulting interests and expertise are concerned with corporate strategy and structure, especially in multi-business companies. Prior to establishing the Centre in 1987, he was a Senior Fellow at the London Business School. Michael has extensive consulting experience with senior management. From 1971 to 1983 he was a member of the Boston Consulting Group, and in 1978 was elected a Vice President and Director of the firm.Jo Whitehead, MA, MBA, PhD, is a Director of Ashridge Strategic Management Centre. Before joining Ashridge, Jo was a Vice President and Director of the Boston Consulting Group (BCG) and acted as B