UID:
almahu_9949598785902882
Format:
1 online resource (241 p.)
ISBN:
9781000936063
,
1000936066
,
9781003425502
,
100342550X
,
9781000936032
,
1000936031
Content:
Most books on business strategy approach the subject from a corporate perspective, covering topics such as the vision for the business, the marketplace, competition and differentiation. However, the reality is that most managers work in sub-units or subsidiaries of the business and they are not involved in corporate strategy formulation. Their strategic concerns are with the positioning and future trajectory of their own units within the complex internal ecosystem in which they exist. If these units are to survive and grow, the middle managers responsible for them must plan their future, maximise their value-add and compete for resources within the internal market of their corporations. Such internal markets are becoming increasingly volatile due to general economic conditions but also given the questioning of globalisation and increasing corporate concerns about the frailties of international supply chains as brought into sharp focus by the COVID-19 crisis and the war in Ukraine. This book provides practical perspectives for these business unit managers and a step-by-step toolkit that can be used by management teams to develop a successful subsidiary strategy that acknowledges these challenges while maximising their contribution to corporate objectives. It is based on the author's 30 years of experience as an executive in a complex multinational (IBM) organisation, supplemented by academic study at Master's and PhD levels. The material covered has been verified through workshops over a 3-year period with the senior leadership teams of over 30 multinational subsidiaries operating from Ireland.
Note:
Description based upon print version of record.
,
Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Preface -- Acknowledgements -- About the Author -- Chapter 1 Introduction -- The Right Time for Strategy -- Objectives and Origins -- Contents and Structure -- Notes -- Part I Corporations and Their Subsidiaries -- Chapter 2 The View from the Top -- Subsidiaries within Global Supply Chains -- Subsidiary Management Dilemmas for HQ -- Summary -- Notes -- Chapter 3 Subsidiary Evolution -- Why Bother? -- Thrive and Survive -- Create Career Opportunities -- Team Development
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Align with Corporate Objectives -- Maintain Employee Loyalty -- Fulfil Subsidiary Potential -- Earn Increased Autonomy -- Evolution Phases -- Evolve What? -- How to Evolve -- Manage Perceptions of Performance -- Adopt Scout or Subversive Strategies -- Develop Charters and Capabilities -- Factor-In External Influences -- Summary -- Notes -- Part II Introspection and Analysis -- Chapter 4 What We Do: Analysing Our Charters -- Charter Identification -- Analysis of Charter Evolution -- Analysis of Charter Strategic Positioning -- Charter Innovation -- Summary -- Notes
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Chapter 5 How We Do It: Analysing Our Capabilities -- Sustained Competitive Advantage -- Valuable -- Rare -- Difficult to Copy -- Difficult to Substitute -- Identifying Capabilities -- Contractual Capabilities -- Relational Capabilities -- Emotion-Driven Capabilities -- Structural Capabilities -- Talent-Oriented Capabilities -- Analysing Capabilities -- Summary -- Notes -- Chapter 6 Where We Do It: Analysing Our Environment -- Framing the Macro Environment -- Environmental Change -- The Global Environment -- The Marketplace -- The Local Environment -- The Corporate Environment
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Anticipating Inflection Points -- Summary -- Notes -- Part III Choices and Enablers -- Chapter 7 Making Strategic Choices -- Why Are We Doing This? -- What Do We Want to Be Famous For? -- Selecting Charter Focus Areas -- Selecting Capability Focus Areas -- How Should We Position Our Strategy? -- What Will Success Look Like? -- How Can We Get There? -- What Support Are We Looking For, and When? -- Summary -- Notes -- Chapter 8 Exerting Influence -- Politics -- Power -- Trust -- Decision-Making -- Behaviours -- Stakeholder Management -- Summary -- Notes -- Chapter 9 Managing the Change Within
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Change What? -- The Change Process -- Governance -- Summary -- Notes -- Chapter 10 Parental Responsibilities -- Define Boundaries -- Delegation, Not Abdication -- Develop Clear Sourcing Strategies -- Velvet Glove and Iron Fist -- Governance -- What Might the Future Hold? -- Summary -- Notes -- Chapter 11 Conclusion -- Notes -- Bibliography -- Toolkit -- Index
Additional Edition:
Print version: Lyons, Paul Developing a Successful Subsidiary Strategy Milton : Productivity Press,c2023 ISBN 9781032545738
Language:
English
Keywords:
Electronic books.
DOI:
10.4324/9781003425502
URL:
https://www.taylorfrancis.com/books/9781003425502
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