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HBSP (USA)
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Managing the Alignment Process
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-1772BC-EStrategyAlignment is not a one-time event. Change is constant--in industry, among competitors, in the regulatory and macroeconomic environments, and in technology, customers, and employees--forcing strategy and its implementation to continually evolve. This chapter looks at how advocating the institution of an office of strategy management emphasizes proactive management of cooperation across organizational boundaries in order to combat the forces that m...Starting at €6.75
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Aligning Support Functions
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-1764BC-EStrategyOrganizations create shareholder value by aligning their business units with corporate strategy. But organizations also create value by aligning their support units with business unit strategy. This chapter looks at how support units contribute to organizational synergies when they align their activities with business unit and enterprise priorities.Starting at €6.75
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Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-1761BC-EStrategyAn enterprise can achieve significant economies of scale when it centralizes key processes--such as production, distribution, purchasing, human resource management, or risk management--to serve its diverse business units. This chapter explores the opportunities organizations can exploit by aligning their internal business processes and their intangible assets to achieve enterprise-level synergies. Four types of enterprise value propositions, incl...Starting at €6.75
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Breaking the Wire: The Future of Telecommunications
Christensen, Clayton M.; Anthony, Scott D.; Roth, Erik A.Book Chapter HBS-1756BC-EStrategyThis chapter focuses on the telecommunications industry as a microcosm of the dynamics of disruptive change. The chapter evaluates four specific developments--voice-over internet protocol, cable telephony, wireless data, and activities in fringe markets, such as instant messaging--and examines what broad implications each may have for the industry.Starting at €6.75
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Whither Moore's Law: The Future of Semiconductors
Christensen, Clayton M.; Anthony, Scott D.; Roth, Erik A.Book Chapter HBS-1751BC-EStrategyThe semiconductor industry lies at the epicenter of high tech. This chapter addresses why entrants, not incumbent firms, created this industry, and how changes in the industry and in market needs are likely to affect future dynamics. Looks at which portions of the industry are likely to grow profitably, and which may languish and slide toward commoditization.Starting at €6.75
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Strategic Choices: Identifying Which Choices Matter
Christensen, Clayton M.; Anthony, Scott D.; Roth, Erik A.Book Chapter HBS-1745BC-EStrategyThis chapter discusses how to identify the important choices a firm makes and understand their implications for competitive success. Whether an innovation is deployed in a disruptive or a sustaining way is typically a management decision, and strategic decision making is critical to creating and countering advantage--both for entrants and incumbents.Starting at €6.75
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Competitive Battles: How to Size Up Competitors
Christensen, Clayton M.; Anthony, Scott D.; Roth, Erik A.Book Chapter HBS-1744BC-EStrategySizing up a head-to-head competition first involves assessing the combatants' strengths and weaknesses. Firms measure each others' resources, processes, and values. Where asymmetries develop between capabilities and market demands, opportunities arise for disruption. This chapter discusses why companies must continually scan a broad competitive horizon for both direct and indirect assaults.Starting at €6.75
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Seeing What's Next: Introduction (How to Use Theories of Disruptive Innovation to Predict Industry Change)
Christensen, Clayton M.; Anthony, Scott D.; Roth, Erik A.Book Chapter HBS-1742BC-EStrategyThis chapter sets forth the goal of the book--to demonstrate how to use theories of disruptive innovation to conduct an "outside-in" analysis of how innovation will change an industry. The chapter outlines the core theories of innovation and introduces two case examples--the birth of the telephone and the explosion of wireless technologies--to exemplify the theories.Starting at €6.75
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Strategy-Focused Organization FAQ
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-1714BC-EStrategyThe authors of "The Strategy Focused Organization" have encountered several recurring questions in their public talks and seminars covering the material of the book. In this chapter, they answer some of the most frequently asked questions.Starting at €6.75
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Sacred Heart (How to Maintain Compassion and an Open Heart Despite the Trials of Leadership)
Heifetz, Ronald A.; Linsky, MartyBook Chapter HBS-1676BC-ELeadership and People ManagementA leader's ability to be resilient through trials, challenges, and even personal attacks will depend upon the ability to lead with an open heart. This chapter discusses the key attributes of innocence, curiosity, compassion, and how cultivating them can help stave off cynicism and callousness. This chapter was originally published as Chapter 11 of "Leadership on the Line."Starting at €6.75
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