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Fit for growth : a guide to strategic cost cutting, restructuring, and renewal /
A practical approach to business transformation Fit for Growth* is a unique approach to business transformation that explicitly connects growth strategy with cost management and organization restructuring. Drawing on 70-plus years of strategy consulting experience and in-depth research, the experts...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, N.J. :
Wiley,
2016.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Fit for Growth: A Guide to Strategic Cost Cutting, Restructuring, and Renewal; Contents; Preface; Part I: Introduction and Fit for Growth Overview; Chapter 1: Do You Need to Cut to Grow?; Circuit City: The Ostrich Approach; IKEA: Elevating Cost Optimization to an Art Form; The Fit for Growth Index; Chapter 2: Becoming Fit for Growth: The Restructuring and Renewal Journey; Focus on Differentiating Capabilities; Align the Cost Structure; Reorganize for Growth; 1. The Operating Model; 2. The Four Building Blocks of Organizational DNA; 3. Talent; 4. Management Processes.
- Enable Change and Cultural EvolutionContinuous Cost-Fitness Renewal; Chapter 3: The Leader's Role: Aligning Costs with Strategy; How Do You Know When It's Time?; The Three Core Questions Leaders Ask; Question 1: How Do I Energize My Organization for Transformation?; Question 2: How Do I Achieve Cost Fitness While Enabling Growth?; Question 3: How Do I Manage the Transformation and Make It Enduring?; What Makes the Fit for Growth Approach Different; Part II: How to Cut Costs and Grow Stronger: A Manager's Guide; Chapter 4: Levers of Cost Reduction: What, Where, and How; Setting the Objective.
- Identifying Differentiating CapabilitiesSelecting the Cost-Reduction Levers; ""What"" Do We Do? Business Portfolio and Capability Choices; ""Where"" Do We Do It? Organization and Location; ""How"" and ""How Well"" Do We Do It? Operational Excellence; Chapter 5: Portfolio Rationalization: Decide What Business You Should Be In; What Is Portfolio Rationalization?; When to Use Portfolio Rationalization; How to Rationalize the Portfolio; Step 1: Understand Portfolio Complexity; Step 2: Manage the Trade-offs; Step 3: Take Out Associated Costs.
- Chapter 6: Zero-Basing: Justify What to Keep, Not What to KillWhat Is Zero-Basing?; A Versatile, Holistic Cost Lever; When Should You Zero-Base Your Capabilities?; How to Zero-Base Your Capabilities; Step 1: Define Functional Targets; Step 2: Segment Activity and Costs by Capability Category; Step 3: Assess the Value of Each Capability Category; Step 4: Zero-Base Current State; Step 5: Plan and Launch Initiatives; Chapter 7: Aligning the Operating Model: Redefine Where Critical Work Gets Done; Operating Model Elements and Archetypes; When to Redesign Your Operating Model.
- How to Redesign Your Operating ModelStep 1: Understand Value Creation Levers; Step 2: Frame Options to Accelerate Value Creation; Step 3: Develop Organizational Architecture; Step 4: Build an Implementation Road Map; Chapter 8: Outsourcing: Let External Providers Generate Value for You; What Is Outsourcing?; When to Outsource; The Outsourcing Process: How It Works; Step 1: Develop Sourcing Strategy; Step 2: Down-Select Suppliers; Step 3: Execute Due Diligence and Contract Negotiations; Step 4: Launch Transition; Step 5: Design Communications and Retained Organization.