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2008 | Buch

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From Strategy to Execution

Turning Accelerated Global Change into Opportunity

herausgegeben von: Dr. Daniel Pantaleo, Nirmal Pal

Verlag: Springer Berlin Heidelberg

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

At the intersection of disruptive and accelerated change in the environment with globalization, business leaders around the world are trying to embrace change and incorporate innovative business models in the basics of their businesses. While innovation in their products and services remains a priority, it is the focus on rethinking how customer value is developed and delivered, and rethinking the profit formula and the financial model, and finally making corresponding changes to the core resources that are coming under increasing emphasis. This book presents new and innovative ideas and approaches that are increasingly becoming a key to business success in a rapidly changing world.

Inhaltsverzeichnis

Frontmatter

The Accelerating Pace of Change

Frontmatter

1.1. Global Imperatives — The Accelerating Pace of Change

Abstract

The 21st century has brought with it an increase in the already rapid pace of change in all spheres of life and business. Successful enterprises have begun to respond to these changes by constantly evaluating and adjusting their business processes, business strategies, operations structure, financial models, and the speed of execution of their businesses. This process of constant evaluation and adjustment is the survival trait of companies within the hyper-competitive marketplace of the global, digital economy. Organizations that are able to respond to opportunities by rapidly and constantly updating their business practices will maintain competitive advantage and sustain leadership in their markets.

Daniel Pantaleo, Nirmal Pal

1.2. Economic Trends of Change

Abstract

Six fundamental forces underlie the need for business change. These forces are each integrated in the later chapters of this book. Taking a broad-brush approach, we can see the reach and impact of these six forces, each of which interacts with others to multiply both the effect and complexity of any given trend.

John M. Jordan

New Business Priorities in a World of Accelerating Change

Frontmatter

2.1. Accelerating Innovation

Abstract

Innovation — and accelerated, continuous innovation at that — is now more of a competitive imperative than ever before. The associated phenomena of globalization and commoditization exert a leveling force that rapidly and ruthlessly erodes competitive advantage. As a result, hard-earned differentiation is fleeting, and, simultaneously, the race to keep up with an ever multiplying set of competitors is pitched. The only antidote is to innovate.

Mark Johnson, Josh Suskewicz

2.2. Business Model Innovation

Abstract

Companies of all sizes, in all countries and in all industries are facing accelerated change and corresponding opportunities and challenges. The market leaders of 2015 will be companies that embrace this as an opportunity, developing cultures that create change, drive it through the organization, and leverage the associated skills to innovate for execution excellence. Sustained leadership in this new business world demands quicker, more “open” innovation on product, services and business models.

Stacy Comes, Lilac Berniker

2.3. Process Innovation Through Open BPM (Business Process Management)

Abstract

Innovation has become a core focus area for all successful organizations. To ensure long-term survival, an enterprise must make innovation part of dayto-day business, thus enabling desired revenue stability and growth. Two major forms of innovation exist: Business Model Innovation and Technology Innovation. Both require the change of existing business processes or the development of new business processes. Business Process Innovation is a key success factor for the next generation enterprise. Companies need to create an environment that encourages and enables process innovation.

Mathias Kirchmer

2.4. Product and Service Innovation

Abstract

As the pace of change continues to accelerate for firms across all industries, geographic locations, and markets, many companies are beginning to challenge the traditional view of what constitutes product and service innovation. In a sense, we are seeing the innovation of innovation. At a very basic level, product and service innovation is the enhancement, reconfiguration, or replacement of anything that generates revenue for a company. A product and service innovation strategy provides the guidelines for individuals throughout a company to understand the way forward for their company and shape their activities to contribute toward a defined goal. In response to the current environment of accelerated change, we have witnessed somewhat of a paradigm shift away from linear innovation strategy models to non-linear, more complex and creative models. In a traditional, linear model of product and service innovation, companies remain competitive by making incremental improvements and adding new features to comparable products serving similar markets. In this general category of product and service innovation strategy, the primary question driving the strategy is “how do our products and services perform relative to other companies doing the same thing?”

Dan Trotzer

2.5. Agile Strategy Execution — Creating Strategic Alignment

Abstract

In Sun Tzu’ s Art of War, the Chinese general laid out five simple requirements for victory in battle. Military metaphors do not always translate well in the business world, but one of the five will resonate powerfully with any CEO contemplating strategy and execution. As Sun Tzu put it: “He will win whose army is animated by the same spirit throughout all its ranks.”¹

Ryan Nichols, Ranga Bodla, Chris Mark

2.6. From Strategy Execution to Performance Management

Abstract

The fundamental business goal remains constant: make a profit and return value to shareholders. The objective is straightforward: sell a product or a service to customers for more than it costs to produce and deliver it (profit = revenue — cost). Executing a strategy to achieve this objective in today’s unforgiving business environment is not nearly as straightforward. Global markets, intense competition, compliance constraints, disruptive technologies, and talent shortages are all pressuring companies to become more agile so that they can constantly adjust to a world of accelerated change. This condition of constant adjustment forces companies to embark on a non-stop cycle of strategy development, execution, measurement, and refinement. Companies that can effectively manage their performance within this steady cycle of change are well positioned for success; companies that can’t are likely to suffer a less fortunate fate.

Sanjay Poonen, Nenshad Bardoliwalla, Adam Thier

2.7. Gaining Competitive Advantage from Compliance and Risk Management

Abstract

Risk management has been around for decades in financial services, using highly evolved risk modeling and analysis to manage market and credit risk. As businesses across all industries contend with globalization, the increased use of outsourcing, and the operational and financial demands of regulators, it is more important than ever for corporations to take a strategic approach to effective risk mitigation and management.

Amit Chatterjee, David Milam

Cultural Aspects of Pervasive Rapid Change

Frontmatter

3.1. The Talent Supply Chain: Leveraging the Global Talent Market

Abstract

The consulting firm McKinsey & Company is a trend-setter in the business world. Their examination of “excellent” US companies in the early 1980’s became a “search for excellence” that produced one of the best-selling business books of all time — In Search of Excellence: Lessons from America’s Best-Run Companies — and turned a former McKinsey consultant — Tom Peters — into a business pop-guru.

Paul Orleman, Harald Borner

3.2. Improving Knowledge Worker Performance

Abstract

Today, between one-fourth and one-third of all workers in advanced economies are knowledge workers. Knowledge workers create the innovations and devise the strategies that keep their firms competitive. They are the key to organizational growth, yet few companies have explicitly addressed the productivity and performance of their knowledge workers, and most continue to manage this new breed of employee with techniques designed for the Industrial Age. As this critical sector of the workforce continues to grow in size and importance, failing to address knowledge worker performance is a mistake that could cost companies their future.

Tom H. Davenport

3.3. Protecting Corporate Reputation in an ERA of Instant Transparency

Abstract

Your company’s reputation can be a valuable asset in facing some of its greatest business challenges: a good reputation on Wall Street and in the global markets can buffer a stock decline in the face of a soft quarter; a good reputation among customers can grow business in lean times; and a good reputation among employees can help you attract and retain the best talent in the industry.

Herbert Heitmann, Brian Lott

Business-Led Information Technology

Frontmatter

4.1. Four Vectors of Business Model Innovation: Value Capture in a Network ERA

Abstract

We thank Douglas Henderson for his research assistance in assembling the data to support the cases and for providing comments and suggestions on an earlier draft. We thank SAP for providing research support.

N Venkatraman, John C. Henderson

4.2. Adaptive I/T Architectures: The Rise of Business Platforms

Abstract

Business innovation forces organizations to continuously adapt themselves: they need to support new products, new business processes, and even totally new business models. Doing so successfully requires an organizational capability that is geared towards supporting business innovation. This capability must be engrained in the business and I/T architecture. The agility of the architecture will define how easily an organization can adapt to new business opportunities, and will directly influence the competitiveness of the organization. An adaptive architecture will be a competitive asset, while a non-adaptive architecture may pose a threat for the future success of the company.

This chapter will describe some of the key elements of such an adaptive architecture, and will examine the role of business platforms in creating such an architecture. It will show how business platforms can be built using a mix of ERP systems and in-house developed systems. It will also show how such an architecture requires a new view on software systems.

Peter M. Heinckiens

Backmatter

Titel: From Strategy to Execution
herausgegeben von: Dr. Daniel Pantaleo
Nirmal Pal
Verlag: Springer Berlin Heidelberg
Electronic ISBN: 978-3-540-71880-2
Print ISBN: 978-3-540-71879-6
DOI: https://doi.org/10.1007/978-3-540-71880-2