Read more
A revised edition of the bestselling classic
This 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.
List of contents
PREFACE vii
ACKNOWLEDGEMENTS xi
PART I - INTRODUCTION AND HISTORY 1
Chapter 1 Strategy for the Corporate Level: Summary of the Main Messages 3
Chapter 2 Some History: From Boston Box to Three Logics that Drive Corporate Action 31
PART II - PORTFOLIO STRATEGY: WHERE TO INVEST AND WHAT TO AVOID 73
Chapter 3 How to Find Good Businesses and Avoid Bad Businesses 75
The Business Attractiveness matrix 83
Chapter 4 How to Make Businesses More Successful 99
The Heartland matrix 104
Chapter 5 How to Buy Low and Sell High 117
Fair Value matrix 133
Chapter 6 Making Decisions about Where to Invest and What to Avoid 139
PART III - WAYS OF ADDING AND SUBTRACTING VALUE FROM CORPORATE HEADQUARTERS 157
Chapter 7 Ten Sources of Value from Direct Influence 159
Chapter 8 Nine Sources of Value from Coordinating across Business Divisions 181
Chapter 9 Eight Ways Headquarters can Destroy Value 199
Chapter 10 How to Identify Sources of Added Value for Your Company 219
PART IV - MANAGEMENT STRATEGY: HOW TO STRUCTURE, HOW MUCH TO CENTRALISE AND HOW TO GROW THE BUSINESS DIVISIONS 237
Chapter 11 Structuring the Organisation into Businesses and Divisions 239
Chapter 12 Corporate-level Strategy in Integrated Companies - The Apple Example 259
Chapter 13 How Much to Centralise: Designing Corporate Headquarters 279
Chapter 14 Developing New Capabilities at Corporate Headquarters 303
Chapter 15 Encouraging Synergy and Cooperation across Business Divisions 321
PART V - RETROSPECTIVE 331
Chapter 16 Lessons from 20 Years of Consulting Experience 333
Appendix The Links between International Strategy and Corporate-level Strategy 347
INDEX 379
About the author
Andrew Campbell is director of the Ashridge Strategic Management Centre in London and is acknowledged as leading thinker on issues of corporate strategy and organization. The Centre conducts research on large divisionalized companies. It is part of the Ashridge Trust, one of the world's top schools for executive education and development. Prior to establishing the Centre in 1987, the author was Fellow at the Centre for Business Strategy at London Business School.
Michael Goold is director of the Ashridge Strategic Management Centre in London and is acknowledged as leading thinker on issues of corporate strategy and organization.
The Centre conducts research on large divisionalized companies. It is part of the Ashridge Trust, one of the world's top schools for executive education and development. Prior to establishing the Centre in 1987, the author was Fellow at the Centre for Business Strategy at London Business School. He haswritten numerous books together including Strategies and Styles, Corporate Level Strategy and Synergy.
Summary
This revised and updated best-selling classic is primarily about companies that have more than one business, and need a strategy across those businesses. This strategy is normally referred to as group-level or corporate-level strategy.
Additional text
"The strength of this important book is in its unmistakable authority." (Developing Leaders, August 2014)
Report
"The strength of this important book is in its unmistakable authority." (Developing Leaders, August 2014)
