Implanting Strategic Management (eBook)

H. Igor Ansoff, Daniel Kipley, A.O. Lewis, Roxanne Helm-Stevens, Rick Ansoff (Autoren)

eBook Download: PDF

2018 | 3., Third Edition 2019
592 Seiten
Springer International Publishing (Verlag)
9783319995991 (ISBN)

Infos

Coming more than 25 years after the last edition, this edition of the groundbreaking Ansoff work on the concepts and practical implementation of strategic management provides up-to-date case studies and simplified figures and offers a comprehensive approach to guiding firms through turbulent environments. In this age of digital transformation, the ability to respond quickly and strategically to unpredictable change can determine the success or failure of the firm. As an organization becomes more successful at implementing change, the ability to respond to changes in the environment will be entrenched in its culture. This book is based on a strategic success model which demonstrates how to optimize a firm's performance.  For managers, students, and researchers wanting a step-by-step methodology on how to analyze a firm, this book will serve as an invaluable resource for thinking and acting strategically.

Autor

H. Igor Ansoff (1918-2002) was an applied mathematician and business manager. He is well known as the pioneer and father of Strategic Management. Ansoff studied at Brown University, where he received his Doctorate. He joined UCLA in the Senior Executive Program. Ansoff was a distinguished professor at United States International University (now Alliant International University) for 17 years, where his work in strategic management research is still continued by several institutes. During his career he consulted with many multinational corporations including Philips, General Electric, Gulf, IBM, Sterling and Westinghouse. Ansoff was the first management guru to recognize the need for strategic planning for firms operating in an increasingly complex and turbulent business environment.Daniel Kipley is Professor of Strategy at Azusa Pacific, USA.A.O. Lewis is Professor of Management at National University, USA.Roxanne Helm-Stevens is Chair and Professor in the Department of Management at Azusa Pacific, USA.Rick Ansoff is Associate Professor in Statistics, Measurement, Research Methods, and General and Personality Psychology at Alliant International University, USA.

Inhalt

Acknowledgements 6
Contents 7
List of Figures 10
List of Tables 14
Part I Original Concepts of Strategic Management and the Evolution of Management Systems 17
1 Epistemological Underpinnings and Original Concepts of Strategic Management 18
The Contingency Perspective 18
Simplicity, Complexity, and Requisite Variety 20
The Original Concepts of Strategic Management 22
Two Styles of Organizational Behavior 22
Entrepreneurial Behavior 23
Differences in Organizational Profiles 24
Strategic and Operations Management 26
Summary 30
Exercises 30
2 Why Make Strategy Explicit? 31
Concept of Strategy 31
Strategy and Performance 33
When to Formulate Strategy 35
Difficulties Encountered in Implanting Strategy Formulation 36
Summary 37
Exercises 37
3 Evolution of Management Systems 38
Evolution of Management Systems 38
Long Range Planning and Strategic Planning 40
Strategic Posture Management 43
Strategic Issue Management 45
Weak Signals and Graduated Response 47
Strategic Surprise Management 49
Choosing the Management System for a Firm 51
Managing Complexity 52
Summary 53
Exercise 53
4 From Strategic Planning to Strategic Management 54
Doubts About Strategic Planning 54
Does Planning Pay? 55
Design of the Study 56
Results of the Study 57
The Chandlerian Perspective 58
Four Stages of Evolution 60
Theoretical Underpinnings of Strategic Posture Management 63
Summary 64
Exercises 65
5 Modes of Strategic Behavior 66
Unmanaged Organic Adaptation 66
Systematic Planning 67
Ad hoc Management 69
Choice of Strategic Behavior Mode 70
Strategic Learning 73
A Map of Strategic Management 75
Historical Development 77
Environment 80
Strategy 82
Capability 83
Part II Planning Strategic Posture 87
6 Strategic Diagnosis 88
Two Key Problems for Strategic Management 88
Strategic Success Paradigm 90
Strategic Aggressiveness 92
Responsiveness of the Firm’s Capability 95
*Strategic Diagnosis 96
Short and Long Version of the Strategic Diagnosis 98
Validation of the Strategic Success Paradigm 98
Conceptual Map of the Book 100
Summary 101
Exercises 102
7 Concept of Organizational Capability 103
Functional Capability 103
Evolution of General Management Capability 105
Definition of General Management Capability 109
General Management Capability Profile 111
An Illustrative Example 113
Summary 114
Exercises 114
8 Diagnosing Future General Management Capability 115
The Effect of Strategic Mismatch on Profit Potential 115
Differences Between the Long and Short Versions of Strategic Diagnosis 117
*Step in a Strategic Diagnosis 118
*Diagnosing Turbulence 119
*Diagnosing the General Management Capability of the Firm 121
*Choosing the Future Capability 126
The Multi-capability Problem 128
Managing Strategic Posture Transformation 132
Summary 133
Exercises 135
9 Competitive Posture Analysis in Turbulent Environments 136
Strategic Segmentation 137
SBA and SBU 137
Demand-Technology Life Cycle 140
SBA Segmentation 144
Strategic Resource Areas 146
Strategic Influence Groups 147
Strategic Information 148
Environmental Surveillance as an Information Filter 148
Mentality Filter 150
Development of Mentality 152
Strategic and Creative Mentalities 155
The Power Filter 156
A Model of Strategic Information 157
Competitive Positioning 158
The BCG Matrix 158
Estimating SBA Attractiveness 161
Estimating Strategic Investment Ratio 165
*Determining the Future Effectiveness of Present Strategy 167
*Estimating Future Competitive Position 172
The GE-McKinsey Matrix 175
*Choosing the Preferred Competitive Position 176
*Choosing the Competitive Posture 179
*Testing the Feasibility of the Preferred Posture 183
*Balancing the SBA Portfolio 184
Limitation of Competitive Analysis 186
Summary 188
Exercises 189
10 Dispersed Positioning in Competitive Analysis 191
The Original Approach to Portfolio Positioning 191
Criticism of Point Positioning 192
Dispersed Positioning 194
Using Dispersed Positioning to Enrich Decision Options 197
Strategic Control 198
Dispersed Positioning as an Instrument of Cultural Change 199
Using Dispersed Positioning in Small and Medium-Sized Firms 199
Using Dispersed Positioning in Large Firms 201
Summary 202
Exercises 203
11 Optimizing the Strategic Portfolio 204
Three Approaches to Portfolio Management 204
Which Approach to Use 205
Portfolio Strategy 207
Mission, Goals, and Objectives 209
Performance Objectives 210
Risk Objectives 211
Synergy Objectives 212
Social Objectives 213
Strategy, Objectives, and Corporate Vision 215
Portfolio Scope 216
Life Cycle Portfolio Balance 217
*Balancing Life Cycle Positions 219
Functional Synergy 221
*Choosing Functional Synergy 223
Synergy Among Strategies 226
*Choosing Strategy Synergy 227
Management Synergy 228
Formulating Coherence Strategy 230
Portfolio Diversity 232
*Analysis of Diversity 234
*Choosing Diversity Strategy 237
Integrating Sub-strategies 240
Alternative Approaches to Portfolio Optimization 242
*Selecting the Optimum Strategy 244
Overview of Strategic Posture Planning 247
2.6.22 Summary of Techniques for Strategic Analysis 248
From Strategy to Action 250
Diversification Through Strategic Learning 253
2.6.25 New Workload for General Management 255
Summary 258
Exercises 260
12 Strategic Dimensions of Technology 261
The Role of Technology in Business Strategy 261
Emergence of Technology as a Competitive Tool 261
Technological Turbulence 262
Influence and Role of R& D
Closing the Gap Between General Managers and Technologies 268
*2.7.5 Determining the Impact of Technology on Business Strategy 272
Integrating Technology Factors into Competitive Strategy Formulation 275
Management Capability for Technology-Intensive Strategies 276
2.7.7 R& D Investment Ratio
2.7.8 R- vs. D-Intensive Organizations 279
2.7.9 Downstream Coupling 281
Product Life Cycle 284
Distance to the State of Art 286
Summary 288
Exercises 289
13 Societal Strategy for the Business Firm 290
Introduction 290
Evolution of the Social Predicament 293
Alternative Scenarios 297
Elements of the Legitimacy Strategy 299
Aspirations Analysis 300
*Impact of Constraints 303
*Power Field Analysis 306
Analysis of Legitimacy Strategy 309
Impact on Business and Social Responsibility Strategies 310
Need for New Management Capabilities 312
Summary 314
Exercises 314
14 Strategic Dimensions of Internationalization 316
Distinctive Aspects of Internationalization 316
Objectives of Internationalization 319
Objectives and Strategic Criteria 321
Degrees of Internationalization 324
Global Synergies vs. Local Responsiveness 327
*Choosing the Strategy 330
Shared Authority/Responsibility 331
Using a Progressive Commitment Process in Internationalization 335
Management Capabilities for Internationalization 337
Summary 339
Exercises 340
Part III Managers, Systems, Structure 342
15 General Managers for Diversified Firms 343
Management as a Problem-Solving Cycle 343
Manager Archetypes 346
General Manager as the Man of the Moment 349
The Firm of the Future 350
The Work of General Managers 353
Developing Expertise in Using Experts 353
The Trend Toward Multiple General Managers 356
Summary 357
Exercises 358
16 Selecting a Management System to Fit the Firm 360
Systems and Structure 360
Systems vs. Structure 361
Implementation Management 363
Control Management 364
Extrapolative Management 366
Entrepreneurial Management 368
System Building Blocks 370
*Choosing the System for the Firm 371
*Quick Readiness Diagnosis 374
Roles and Responsibilities in Design and Use of Systems 375
Organizational Flow of Planning 376
The Human Dimensions of Systems 377
Contemporary and Future Trends 378
Summary 380
Exercises 381
17 Designing the Firm’s Structure 382
Evolution of Structure 382
Organizational Responsiveness 384
*Determining the Preferred Responsiveness 391
Patterns of Responsiveness 394
Dimensions of Organizational Design 396
The Functional Form 398
The Divisional Form 400
The Matrix Form 406
The Multi-structure 409
The Role of the Headquarters 410
3.3.7 Staffs and Overhead Functions 412
*Redesigning the Structure 415
Summary 416
Exercises 417
Part IV Real-Time Strategic Response 418
18 Management Response to Surprising Changes 419
Introduction 419
Basic Model—Decisive Management 420
Reactive Management 421
Planned Management 423
Post-trigger Behaviors 427
Comparison of Behaviors 429
Summary 431
Exercises 432
19 Strategic Issue Management 433
Why Strategic Issue Management? 433
What Is a Strategic Issue Management System? 434
Issue Identification 437
*Estimating Impact/Urgency 441
*Coupling Opportunities and Threats to Strengths and Weaknesses 443
*The Eurequip Matrix 444
Periodic Planning and Strategic Issue Management 446
The Behavioral Factor 448
Summary 448
Exercises 449
20 Using Weak Signals 450
Why Weak Signals? 450
States of Knowledge 451
Strong and Weak Signals 452
Gaining Acceptance for Weak Signal Management 454
Detection of Weak Signals 455
*Estimating Impact 455
Alternative Response Strategies 457
Feasible Responses 459
Dynamics of Response 460
*Preparedness Diagnosis 461
*Opportunity-Vulnerability Profile 463
Decision Options 465
*Choice Among Periodic Planning, Strong Signal and Weak Signal Management 466
Summary 468
Exercises 469
Part V Managing Strategic Change 470
21 Behavioral Resistance to Change 471
Sources of Resistance 471
The Phenomenon of Resistance 471
Resistance Defined 473
Resistance and Rate of Change 474
An Illustrative Example 476
Resistance by Individuals 476
Group Resistance 477
Organizational Loyalty 479
Perception vs. Reality 479
The Cultural-Political Field 481
Summary of Contributing Factors 482
Managing Resistance 482
From Reactive to Proactive Management 482
Building a Launching Platform 483
Diagnosing the Nature of Change 484
Building a Supportive Climate 485
Designing Behavioral Features into the Plan for Change 485
Behavioral Management of the Process 486
Summary 487
Exercises 487
22 Systemic Resistance 489
Duality of Organizational Activity 489
Strategic Capacity 490
Operating vs. Strategic Capability 491
Resistance and the Capability Gap 493
Resistance-Inducing Sequence 496
Motivating Change Sequence 498
Resistance and Power 501
Designing Systemic Features into the Plan for Change 502
Summary 502
Exercises 503
23 Alternative Methods for Managing a Discontinuous Change 504
Coercive Change Management 504
Adaptive Change 506
Crisis Management 507
Managed Resistance (‘Accordion’) Method 508
Comparison of Methods 509
*Choosing the Appropriate Method 510
Summary 512
Exercises 513
24 Managed Resistance (‘Accordion’) Method for Introducing a Discontinuous Change 514
Application of Resistance Management to the Alternative Methods 514
Japanese and Western Decision Making 515
Building the Launching Platform 516
Preparing a Modular Plan for Change 519
Building Implementability into Planning 521
Controlling the Planning Process 523
Progressive Decision Making and Early Implementation 525
Institutionalizing a New Strategy 526
Summary 526
Exercise 527
25 Institutionalizing Strategic Responsiveness 528
Introduction 528
Why Strategic Planning Does Not Work 529
Dual Management System 530
Strategic Control and Strategic Rewards 531
Dual Budgeting 534
Dual Structure 536
Institutionalizing Strategic Culture and Power Structure 538
Managing the Institutionalization Process 539
How Far to Institutionalize 540
Summary 541
*Checklist for Managing Change 542
Exercises 543
Glossary 545
Bibliography 552
Index 579

Produkt-Details

• Erscheint lt. Verlag: 26.10.2018
• Zusatzinfo: XIX, 592 p. 118 illus.
• Verlagsort: Cham
• Sprache: englisch
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• Schlagworte: Adaptation • ansoff • Capability Planning • firm reputation • future potential • H. Igor Ansoff • SBAS • strategic business areas • Strategic Planning • Turbulence
• ISBN-13: 9783319995991 / 9783319995991