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  SPECIFICATION
PROFIT OR GROWTH? WHY YOU DON'T HAVE TO CHOOSE (hb)2008
Author: BALA CHAKRAVARTHY
ISBN: 9788131722077
Year: 2008
Publisher: PEARSON EDUCATION ASIA
Category: FINANCE & INVESTMENT
Edition: 1
Format: Hard Cover
Language: English
Pages: 173
 ABOUT THE TITLE
Despite the importance of achieving sustainable profitable growth evidence reveals that very few companies actually manage to show either of these let alone both. In fact there is often tension between revenue growth and increased profitability as well as between short term gains and sustainable long-term performance. Executives who can become skilled at balancing these conflicting goals will reap the rewards and this book shows you how to become one of them. Drawing on extensive research carried out with more than 5000 of the world s largest companies including Nestle Nokia and Shell authors Chakravarthy and Lorange show you that to bring about genuinely sustainable profitable growth business leaders must continually transform and renew their organisations.
The book explores the four strategies to use to achieve growth through renewal: protecting and extending your core business exploring new opportunities and capabilities building and leveraging. The authors explain each strategy and the behaviours and techniques needed to apply it using examples from international firms like Ericsson Wal-mart and Hewlett Packard.
Read this book and you will find out that the role of executives at every level is essential in delivering the transformations required to produce profitable growth. You will then learn how to adapt your own behaviour in both strategic planning and in management to deliver sustainable profitable growth for your company.
Features
• This book shows how to gain sustainable profitable growth by balancing these conflicting goals in order to reap the rewards.
• The authors performed extensive research with more than 5000 of the world s largest companies including Nestle Nokia and Shell.
Author:
Dr. Bala Chakravarthy Professor of Strategy and International Management IMD International Institute of Management Development Lausanne Switzerland. Holder of the Shell Chair in Sustainable Business Growth.Doctorate from the Harvard Business School. Broad research and consulting experience in strategic management with particular emphasis on strategy process corporate entrepreneurship and managing organic growth.
Author:
Dr. Peter Lorange President of IMD International Institute of Management Development Lausanne Switzerland and Nestlé Professor of International Business.Doctorate from the Harvard Business School. A research record which includes pioneering work on strategic processes joint ventures and international strategy.
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 TABLE OF CONTENTS
List of figures
Acknowledgements
1. The performance dilemmas
The elusive targets
Tension between profitability and growth
Managing performance dilemmas.
Wisdom from the field
Driving profitable growth
About this book
What to expect
PART ONE: STRATEGY
2. Renewal strategies
Renovation and innovation
The traditional renewal strategies
Protecting and extending the core
Transforming the core
Two important bridging strategies
Leveraging the core
Building the core
Risks in renewal
Summary
3. Continuous renewal
Continuous renewal strategies
An exemplar: Best Buy
Summary
4. A blended approach
The wrong preoccupation
Supporting the transform strategy
Supporting the protect and extend strategy
Supporting the build strategy
Supporting the leverage strategy
A blended approach to spurring continuous renewal.
An exemplar: Medtronic
Summary
PART TWO: EXECUTION
5. The entrepreneur-manager
Skills of an entrepreneur-manager
Personal traits
Professional experience
Summary
6. Sponsoring renewal
Defining the scope of a renewal project.
Staffing the renewal project
Locating a proper organisational home
Tailoring the context for implementation.
Coaching and support
Summary
7. Directing renewal
Continuity and change
Accountability and sharing
Managing dilemmas
Summary
8. The multi actor process
Renewal strategies
The entrepreneur-manager
The sponsor’s role
Top management support
The outcomes
Summary
Notes .
Appendices
Index.
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