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Executing Strategy in Turbulent Times | |||||||||||||||||||||||
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How capital markets impact corporate strategy | ||||||||||||||||||||||||
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Related to this topic: New strategic behavior: managing your context (about new methods to execute a strategy) 
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Excerpt Executing strategy is a core competence for business survival. Increased market dynamics, merger & acquisition activity, capital market activism, require firms to shift from a sequential approach of strategic thinking and implementation into a parallel process of strategic thinking and execution. Senior managers today face multiple dilemmas. Pursue synergies through shared service centres and be accused of building defences against break-up, or keeping business units vertically integrated and being accused of not achieving synergies. How can company’s combine customer focus with operational excellence? Open innovation offers more opportunities, but what strategy to pursue in this new field and how to manage the associated risks? When and how to change to new business models? And perhaps most important, how to change one’s mind and those of others? This Annual 2007 offers a number of new tools to assist managers in their strategic thinking in these turbulent times. The first one is a simple matrix on the relation of the net present value of an investment project related to its synergy at corporate level. A second tool is a number of additions to the strategy map for executing a strategy. Especially in Europe, strategy is not a top-down pro-cess, therefore the issue is how to organise a process to elaborate a strategy map and how to manage the dilemmas in such a process to achieve the objectives set out. One of the most difficult issues in dynamic executing strategy is the capability to adapt the information systems in line with the strategy. Modern IT-systems can no longer be based on one implicit business model, but need to be capable to cater for all kinds of business models. Last but not least: how to execute the external strategy needed to defend your position and to defend your growth and profitability? This book is a collaborative effort of consultants of Nolan, Norton & Co., based on their ex-periences in innovative assignments and their vision on businesses and the business e-nvironment. It marks a new era in the history of Nolan, Norton & Co. which is now an independent consulting firm. This book is for executives, members of Supervisory Boards, strategists, policy makers, and controllers, in need of a fresh view on executing strategy in a changed and changing world. This book builds on Growth, Governance and Organisation by Hans Strikwerda and continues the tradition of Nolan, Norton & Co. to share knowledge and insights. Executing Strategy in Turbulent Times Introduction: Why executing strategy has become a new challenge Chapter 1: The NNC-Value Portfolio matrix Chapter 2: Dealing with complexity, the longevity factor Chapter 3: How to apply the strategy map succesfully? Chapter 4: In search of the corporate key to value Chapter 5: Executing strategy: the re-inventation of innovation Chapter 6: Business model innovation Chapter 7: Corporate change: the human side of second order change Chapter 8: How to organise the IT function to enable new and changing business models Chapter 9: Defending your growth: the external strategy map |
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