Description
Book SynopsisMost books on business strategy approach the subject from a corporate perspective, covering topics such as the vision for the business, the marketplace, competition and differentiation. However, the reality is that most managers work in sub-units or subsidiaries of the business and they are not involved in corporate strategy formulation. Their strategic concerns are with the positioning and future trajectory of their own units within the complex internal ecosystem in which they exist. If these units are to survive and grow, the middle managers responsible for them must plan their future, maximise their value-add and compete for resources within the internal market of their corporations. Such internal markets are becoming increasingly volatile due to general economic conditions but also given the questioning of globalisation and increasing corporate concerns about the frailties of international supply chains as brought into sharp focus by the COVID-19 crisis and the war in Ukraine. <
Table of Contents
Chapter 1. INTRODUCTION PART I: CORPORATIONS AND THEIR SUBSIDIARIES Chapter 2. THE VIEW FROM THE TOP Chapter 3. SUBSIDIARY EVOLUTION PART II: INTROSPECTION AND ANALYSIS Chapter 4. WHAT WE DO: ANALYSING OUR CHARTERS Chapter 5. HOW WE DO IT: ANALYSING OUR CAPABILITIES Chapter 6. WHERE WE DO IT: ANALYSING OUR ENVIRONMENT PART III: CHOICES AND ENABLERS Chapter 7. MAKING STRATEGIC CHOICES What support are we looking for, and when? Chapter 8. EXERTING INFLUENCE Chapter 9. MANAGING THE CHANGE WITHIN Chapter 10. PARENTAL RESPONSIBILITIES Chapter 11. CONCLUSION INDEX BIBLIOGRAPHY Appendix A: TOOLKIT
