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Early warning : using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies /
"The competitive early warning process is a minimum insurance against strategic surprises. It allows managers to control risks--those risks that are controllable"--Preface.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
AMACOM,
©2004.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Part I. Companies at risk. Surprise! Surprise attacks
- The supremacy of internal convictions
- Blind executives?
- Can companies do better?
- Manager's checklist
- What do you know about strategic risks? The various types of risk
- The most neglected risk
- Top teams and top problems
- The case of Yahoo!
- Manager's checklist
- The internal dynamics of early warning failures. Technology "golden boys"
- Polaroid
- Lucent
- The "old economy" and the "light brigade"
- The old economy-Procter & Gamble
- The light brigade-Levi Strauss
- On early warning failure and the big consultants
- Manager's checklist
- The analytical, the tactical, the couch potato, and the blind. Manager's checklist
- Part 2. The competitive early warning system. Step 1: Identifying risk (and opportunities). Thinking systematically about risk
- Industry change drivers
- Scenarios
- Industry changes and the elusive "strategy"
- Prioritizing risk
- Summary: Identifying the highest risks
- Step 1, continued: War gaming. Consultants out, discipline in
- Choosing the right type of war game
- The curse of the SWOT
- The blindspots identification methodology (BIM)
- What does it take to uncover competitors' blinders?
- War gaming and risk prioritizing
- A sample war game agenda
- Step 2: Intelligence monitoring. From risk identification to risk monitoring
- The monitoring network: who watches what?
- So who is a good monitor?
- An internal or an external network?
- The disaster of executives' networks
- The high reliability organization (HRO)
- Step 3: Management action. Management action failures
- A test case
- Handling SPMS and MLMS
- Maximizing the effect of CEW's deliverables
- Management alerts
- Needs to know, wants to know, what's the difference?
- Executive briefings
- Should the BOD be briefed too?
- Alerts I would have written if I were ...
- Alerts that should have been written ...
- Options and recommendations
- Never, but never, give them data
- What MBAs don't know but a Biblical tribe knew
- Evaluation committees
- Tripwires
- Brief conclusion regarding the CEW
- Manager's checklist-chapters 5-8
- Part three. Early warning at work. Case studies of CEW in action. Model 1. Very large global company, complex operations: Citibank-clean windows
- Activities on the three steps of the CEW model
- Weaknesses (and a note on silly benchmarking) strengths
- Model 2. Large company, several related businesses, long product cycle : DASA-early warning German style
- Activities on the three steps of the CEW model
- Weaknesses
- Strengths
- Model 3. Small size, domestic company, single product : Pergo North America-the little engine that could
- Activities on the three steps of the CEW model
- Weaknesses
- Strengths
- Model 4. Very large division, multicultural company: AstraZeneca-a Cerberus SEWS
- Activities on the three steps of the CEW model
- Model 5. Global company in high-risk environments : strategic early warning-the Shell example
- What are we looking for?
- Who does what?
- How are we organized?
- How do we communicate?
- How do we identify and manage risk?
- Cultural predeterminants of EW
- Manager's checklist-case studies
- If you start from scratch ... Culture and the CEW
- CEOs and CEW
- Other organizational considerations
- Who makes the best strategic risk analyst?
- The best practice for raising first-rate strategic risk analysts
- Manager's checklist
- Top teams and top problems
- The case of Yahoo!
- Manager's checklist.