» THE HIGH-PERFORMANCE ORGANIZATION BEST OF HBR 1989 Sixteen years ago, when Cary Hamel, then a lecturer at London Business Sehooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management. Hamei and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage
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4.3 Financial Analysis 27 Chapter 5 33 STRATEGIES IN ACTION 33 5.1 The Strategies 33 5.2 Michael Porter’s Five Generic Strategies 34 Chapter 6 36 STRATEGY ANALYSIS AND CHOICE 36 6.1 The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix 36 6.2 The Strategic Position and Action Evaluation (SPACE) Matrix 37 6.3 The Boston Consulting Group (BCG) Matrix 39 6.4 The Internal-External (IE) Matrix 40 6.5 The Grand Strategy Matrix 41 6.6 The Quantitative Strategic Planning
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4.3 Financial Analysis 27 Chapter 5 33 STRATEGIES IN ACTION 33 5.1 The Strategies 33 5.2 Michael Porter’s Five Generic Strategies 34 Chapter 6 36 STRATEGY ANALYSIS AND CHOICE 36 6.1 The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix 36 6.2 The Strategic Position and Action Evaluation (SPACE) Matrix 37 6.3 The Boston Consulting Group (BCG) Matrix 39 6.4 The Internal-External (IE) Matrix 40 6.5 The Grand Strategy Matrix 41 6.6 The Quantitative Strategic Planning
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ensures that the organization’s strategy is carried out or that it is modified to reflect changing conditions or knowledge. Management accounting and control systems play a key role in strategic management. While a management control course will typically take strategy as a given, it is important for you to have a reasonable understanding of strategy before we can begin to discuss management control systems or strategic management. This is because a firm’s strategy is the starting point for the design
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Threat of new entrants 23 Competitor Environment 23 Introduction 24 Future objective 25 Current strategy 26 Capability 28 Assumption 30 Driving Forces 31 Economic growth 31 Globalization 31 Technology 32 Room Service Remodeling 33 Go green 33 Key Success Factors 34 Multiskilled and flexible workforce 34 Franchising 34 Quickly adopt new technology 35 Strategic Group Map 35 INTERNAL ENVIRONMENT ANALYSIS 39 Resources 39 Tangible resources 39 Intangible resources 41
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4.1 Framework Control Objectives Management Guidelines Maturity Models COBIT 4.1 The IT Governance Institute® The IT Governance Institute (ITGITM) (www.itgi.org) was established in 1998 to advance international thinking and standards in directing and controlling an enterprise’s information technology. Effective IT governance helps ensure that IT supports business goals, optimises business investment in IT, and appropriately manages IT-related risks and opportunities. ITGI offers original
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4.1 Framework Control Objectives Management Guidelines Maturity Models COBIT 4.1 The IT Governance Institute® The IT Governance Institute (ITGITM) (www.itgi.org) was established in 1998 to advance international thinking and standards in directing and controlling an enterprise’s information technology. Effective IT governance helps ensure that IT supports business goals, optimises business investment in IT, and appropriately manages IT-related risks and opportunities. ITGI offers original
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11 References 12 Introduction Purpose The purpose of this project is to create a technology portal for business leaders, policy makers and public awareness groups to interact, discuss, share ideas, strategies, and progress being made toward corporate sustainability and social responsibility. Definition Corporate Social Responsibility (CSR) refers to a business methodology where companies are accountable for the economic, ecologic and social impact
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Designing Staff Incentive Schemes to Balance Social and Financial Goals September 2006 By: Mattias Grammling and Martin Holtmann Using Staff Incentive Schemes to Balance Social and Financial Goals ii Contents Acknowledgements..................................................................................................................................... iii 1 Introduction: The Role of Staff Incentives to Balance Social And Financial Goals.......................... 1 2 Balancing
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The Six Sigma Handbook Revised and Expanded A Complete Guide for Green Belts, Black Belts, and Managers at All Levels THOMAS PYZDEK McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by The McGraw-HIll Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced
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