Strategic Flexibility - Tapa blanda

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"The New York Times" Kathryn Harrigan...is an expert in declining industries. John A. Jordan, Jr. "Senior Vice President Human Resources and Planning Bethlehem Steel Corporation" Professor Harrigan has made a valuable contribution to increased understanding of how business firms can sharpen their strategic responses to competitive conditions. She has combined a scholar's rigorous approach to building useful conceptual models with practical advice for today's business managers. Thoughtful readers will want to test their understanding of complex issues with the data and findings contained in the book. Philip J. Kaszar "Ernst & Whinney" Kathy Harrigan's thinking and presentation are real breakthroughs. So much of planning today is old wine in new bottles. I found the models she presents to be order of magnitude leaps in breaking down complex concepts into manageable, analyzable parts. Her presentations on the changing locus of competition and strategies for vertical integration...could clearly give companies in either embryonic or mature industries a real competitive edge. Philip J. Kaszar"Ernst & Whinney" Kathy Harrigan's thinking and presentation are real breakthroughs. So much of planning today is old wine in new bottles. I found the models she presents to be order of magnitude leaps in breaking down complex concepts into manageable, analyzable parts. Her presentations on the changing locus of competition and strategies for vertical integration...could clearly give companies in either embryonic or mature industries a real competitive edge. John A. Jordan, Jr."Senior Vice President Human Resources and Planning Bethlehem Steel Corporation" Professor Harrigan has made a valuable contribution to increased understanding of how business firms can sharpen their strategic responses to competitive conditions. She has combined a scholar's rigorous approach to building useful conceptual models with practical advice for today's business managers. Thoughtful readers will want to test their understanding of complex issues with the data and findings contained in the book. "The New York Times"Kathryn Harrigan...is an expert in declining industries.

Reseña del editor

Many companies refuse to face the reality that their businesses are in trouble or that their strategic positions are wrong. Whether a product line is no longer profitable, foreign competition has slowed growth, or technological changes have left them behind, many otherwise well-managed companies hang on for too long to the status quo. In this inflexible posture, managements time and talent go to waste, assets grow sterile, and technology falls behind.

This book will help managers overcome the exit barriers that hamper strategic flexibility. Based on innovative studies of 192 firms within Sixteen industries, the ideas presented here are applicable to almost any industry and any type of firm. Harrigan discusses the major strategic decisions facing executives today, including guerrilla strategies of underdog competitors, entry and exit barriers, the use of joint ventures to cope with the uncertainties created by erratic growth, and the management of change. She focuses on the shortcomings of vertical integration, developing a framework for better make-or-buy decisions. The effects of exit barriers on firms' strategic flexibility are detailed, and managerial tools to cope with high barriers and declining businesses are introduced.

Strategic Flexibility is organized to provide easy reference for managers seeking to find out what strategies have worked and why. This book offers practical, proven ways for managers to expand the flexibility and responsiveness of their companies to new competitive conditions.