Designing World Class Corporate Strategies

Value Creating Roles for Corporate Centres

By

  • Keith Ward, Visiting Professor of Financial Strategy, Cranfield School of Management, UK
  • Andrew Kakabadse, Professor of International Management Development, Cranfield School of Management, UK
  • Cliff Bowman, Professor of Strategic Management, Cranfield School of Management, UK

Designing World Class Corporate Strategies considers the key role of corporate centres within very large, primarily multi-business organisations. At present, these corporate centres are under attack as not creating and value and merely adding cost to their groups.The authors have developed a corporate configurations model which demonstrates four ways in which corporate centres can add significant value. However this requires the centre to act in specific ways depending on the external environment in which the group is operating.Designing World Class Corporate Strategies is highly readable, with a large number of illustrative examples included in the text. Academic references and theoretical underpinnings are placed in the final chapter of the book, so that the book is focused on the professional market for strategy and creating value.
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Audience

Practising managers working at all levels in large organisations. Consultancies. Business Strategy is a core subject in most post graduate business degrees. MBA courses and on any executive course on Strategy or Corporate leadership.

 

Book information

  • Published: December 2004
  • Imprint: BUTTERWORTH HEINEMANN
  • ISBN: 978-0-7506-6368-7

Reviews

"...a useful tool for any consultant working with or within an organisation." - Training Journal



Table of Contents

The Corporate Configurations Model; Create or Capture Value; The Role of the Centre, Developing the Rainbow diagram, Leadership Challenges of the Model. Developing the Model over Time: the Corporate Life Cycle: The Need for Reinvention, Congruent, Dysfunctional and Divergent Strategies, Voluntary versus Compulsory Initiatives. Applying the Model: Leadership Tensions and Conflicts, Governance Processes: Planning and Control Systems, Sustainability Issues. individual Configurations: Controls Configuration, Scale Configuration, Scope Configuration, Creative Configuration, Underpinning Frameworks to the Model.