The Change Game: How Todays Global Trends Are Shaping Tomorrows Companies

by Lawrence, Peter

• ISBN13: 9780749442699
• ISBN10: 0749442697
• Format: Paperback
• Copyright: 2004-07-01
• Publisher: Kogan Page Ltd

Summary

Having undertaken research and consultancy assignments in more than 20 different countries and across a range of companies over the last 30 years, Peter Lawrence is well- placed to offer insights into what have been the major international factors and trends affecting companies and what they mean for the future. In this fascinating and revealing book that is packed with cases, examples and quotes, he draws out and examines the key issues such as: competition and pressure; the joining and un-joining of companies; the new management in action; cultural diversity; relations with employees and customers; the crises of human capital; retail and manufacture; IT; reconfiguration and renewal; implications for strategy. His intelligent and thoughtful dissection will open the eyes of all directors and managers as to what they must be doing now to address the likely future outcomes for their business.

Author Biography

Peter Lawrence is Emeritus Professor of International Management at Loughborough University, UK

Table of Contents

Acknowledgements

Introduction

Questions

Out on the prairies

Time frame

In short Pressure and trends

Competition and pressure

After les trentes glorieuses

Overcapacity

Maturity and its fallout

Markets not industries

Denominator management

Stepping back The joining and unjoining of companies

Concentration in content

Variations on a theme

Bi-polarization

Counter concentration

Stocktaking

Unjoining

Shallow manufacture

Dispersing the value chain

The grand concern Managerial consensus

Public and private

'Honey we've shrunk the state'

Going Dutch

The consensus reviewed The new management in action

Le Soleil

An English law firm

Kvikker bestandig - `ever energizing'

South Dakota Wheat Growers (SDWG)

What have we got?

Competition and the external impulse

Reflections on the new management

Requisite diversity

From Tlitism to sponsored meritocracy

Summary Companies respond to more demanding customers

Adding service to product

Living for ever

Multi-channel

Adding customer groups

Nothing like a niche

From a helicopter A crisis of human capital?

Elements of a crisis

Mergers and acquisitions (M&As)

Disintermediation

Downsizing

De-layering

Outsourcing

BPR - business process re-engineering

Appraisal

Controllism

Core competence

In short On solving the crisis

Relativization

The age of general management

The EEL factor

Summary Reviewing the unique business proposition

Unique business proposition

Meeting needs

Summary Competitive advantage

Prancing pigmies?

Summary Paradox and trends

Presumptions of corporate power

The corporation goes out of focus

Multinationalism and more besides

Initiative and the environment

Concentration

Summary Ideas and actions

Why are we in business?

Environmental change pre-empts corporate initiative

Denominator management: limits and implications

Culture and change

Levels of service

Markets not industries

Power and the value chain

Another look at bi-polarization

M&A - merger and acquisition

Before

After

References

Table of Contents provided by Publisher. All Rights Reserved.

Excerpts

Acknowledgements Introduction Questions; Out on the prairies; Time frame; In short 1: Pressure and trends Competition and pressure; After les trentes glorieuses; Overcapacity; Maturity and its fallout; Markets not industries; Denominator management; Stepping back 2: The joining and unjoining of companies Concentration in content; Variations on a theme; Bi-polarization; Counter concentration; Stocktaking; Unjoining; Shallow manufacture; Dispersing the value chain; The grand concern 3: Managerial consensus Public and private; 'Honey we've shrunk the state'; Going Dutch; The consensus reviewed 4: The new management in action Le Soleil; An English law firm; Kvikker bestandig - 'ever energizing'; South Dakota Wheat Growers (SDWG); What have we got?; Competition and the external impulse; Reflections on the new management; Requisite diversity; From élitism to sponsored meritocracy; Summary 5: Companies respond to more demanding customers Adding service to product; Living for ever; Multi-channel; Adding customer groups; Nothing like a niche; From a helicopter 6: A crisis of human capital? Elements of a crisis; Mergers and acquisitions (M&As); Disintermediation; Downsizing; De-layering; Outsourcing; BPR - business process re-engineering; Appraisal; Controllism; Core competence; In short 7: On solving the crisis Relativization; The age of general management; The EEL factor; Summary 8: Reviewing the unique business proposition Unique business proposition; Meeting needs; Summary 9: Competitive advantage Prancing pigmies?; Summary 10: Paradox and trends Presumptions of corporate power; The corporation goes out of focus; Multinationalism and more besides; Initiative and the environment; Concentration; Summary 11: Ideas and actions Why are we in business?; Environmental change pre-empts corporate initiative; Denominator management: limits and implications; Culture and change; Levels of service; Markets not industries; Power and the value chain; Another look at bi-polarization; M&A - merger and acquisition; Before; After