The new corporate strategy
Published over twenty years ago, Igor Ansoff's Corporate Strategy is one of the most important and influential books ever written on the subject. Its central idea-that, in developing strategy, managers should prepare for the future through systematic anticipation of future environmental challenges and formulating appropriate response strategic plans-is now an accepted canon of modern business thinking. Thirty years of experience with strategic planning has led Professor Ansoff to expand the original concept of strategic planning to the broader concept of strategic management. In The New Corporate Strategy Igor Ansoff updates the original concepts of strategic planning and then adds two other key ingredients of strategic management: designing the firm's capabilities to support new strategies, and managing resistance to change which is typically encountered during strategic implementation. In The New Corporate Strategy, Ansoff shows you why "getting back to the basics" isn't the answer to the kind of problems troubling corporate America today-problems like slowing growth, declining profitability, loss of market share, and a lack of vigor and direction in American management. Instead, Ansoff argues that corporations need to develop renewed entrepreneurial thrusts and transform their strategic postures. You'll discover how to determine what strategic adjustments your company needs to make in order to stay competitive. The New Corporate Strategy is a powerful new prescription for managing change, through anticipating future environmental challenges, formulating competitive and entrepreneurial strategies, developing new corporate capabilities, and managing the firm's transition to a new, successful strategic behavior.
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A Model for Strategic Decisions
A Practical System of Objectives
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acquisition alternatives approach basic Boston Consulting Group budget business firm capability capital investment theory Chapter characteristics common competence competitive analysis competitive strategy competitors concept concern conglomerate contribution costs critical mass culture demand discussed diversification economic effect entrepreneurial entry environment environmental evaluation example expected value Figure flexibility forecast future game theory goals growth vector Henry Mintzberg historical Igor Ansoff Implanting Strategic Management implementation incremental industry internal internationalization joint effects logic long-term major measure method micro-economic opportunities optimize organization organizational overall performance Peter Drucker portfolio strategy posture potential practice present portfolio priorities product-market profitability R O I resistance response result risk Search of Excellence selection skills strategic activity strategic business areas strategic change strategic decisions strategic development strategic planning strategic problem strategy formulation structure sub-industries success synergistic synergy Table tegic top management turbulence typically yardstick