전략경영 리뷰

소개글

So many companies have suffered stall point. The companies lose their market capitalization. The CEO and senior team are replaced in its aftermath. And unless management is able to diagnose the causes of a stall and get the company back on track quickly, the odds are against its ever returning to healthy top-line growth. The vast majority of stall factors result from a choice about strategy or organizational design. Further, even within this broad realm, nearly half of all root causes fall into one of four categories.

목차

없음

본문내용

So many companies have suffered stall point. The companies lose their market capitalization. The CEO and senior team are replaced in its aftermath. And unless management is able to diagnose the causes of a stall and get the company back on track quickly, the odds are against its ever returning to healthy top-line growth. The vast majority of stall factors result from a choice about strategy or organizational design. Further, even within this broad realm, nearly half of all root causes fall into one of four categories.
By far the largest category of factors responsible for serious revenue stalls is premium-position captivity: the inability of a firm to respond effectively to new, low cost competitive challenges or to a significant shift in customer valuation of product features. The second most frequent cause of growth stall is innovation management breakdown: some chronic problem in managing the internal business processes for updating existing products and services and creating new ones. The third major cause of revenue stalls is premature core abandonment: the failure to fully exploit growth opportunities in the existing core business. Its telltale markers are acquisitions or growth initiatives in areas relatively distant from existing customers, products, and channels. Fourth major category is talent bench shortfall: a lack of leaders and staff with the skills and capabilities required for strategy execution.

참고 자료

없음