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A revised edition of the bestselling classic
This book covers strategy for organisations that operate more than one business, a situation commonly referred to as group-level or corporate-level strategy. Corporate-level strategy addresses four types of decisions that only corporate-level managers can make: which businesses or markets to enter, how much to invest in each business, how to select and guide the managers of these businesses, and which activities to centralise at the corporate level. This book gives managers and executive students all the tools they need to make and review effective corporate strategy across a range of organisations.
- Sales Rank: #928337 in Books
- Published on: 2014-06-03
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x 1.10" w x 6.30" l, 1.56 pounds
- Binding: Hardcover
- 400 pages
Review
"The strength of this important book is in its unmistakable authority." (Developing Leaders, August 2014)
From the Back Cover
All multi-business companies need a corporate-level strategy to provide a clear vision for managing current business and new investments. Strategy for the Corporate Level addresses both business and management strategy to help executives deal with major decisions relating to investment, acquisitions, market entry, supervision of management, and corporate centralization of activities.�
Strategy for the Corporate Level uses three important logics to guide such decision-making: business logic, added value logic and capital markets logic. These key perspectives will enable executives to make more effective decisions about their business portfolio by providing a structure to approach each challenge.
Grounded in academic literature and using real-life examples from industry, Andrew Campbell brings us the latest on corporate-level strategy. This book will help readers to understand and address their concerns about corporate-level strategy and provide a range of perspectives to help make important strategic decisions.
This book is for executives with strategic responsibilities, as well as junior mangers and students looking to understand corporate-level strategy. It is of relevance to conglomerates, large focused companies and public sector organizations. Strategy for the Corporate Level comes complete with additional online resources, providing managers and students alike with all the tools they need to structure and review effective corporate strategy in organizations.
About the Author
Andrew Campbell, BA, MA, MBA, is a Director of Ashridge Strategic Management Centre. He is programme director of Group Level Strategy, Making Successful Acquisitions, Advanced Organisation Design and Designing Operating Models. Before joining Ashridge, Andrew was a Fellow of the Centre for Business Strategy at London Business School. Prior to that, he spent six years with McKinsey & Co. Andrew has published numerous articles with the Harvard Business Review and authored many books including Corporate Level Strategy (Wiley, 1994) and Designing Effective Organizations (Jossey-Bass, 2002).
Marcus Alexander, MA, MBA, is a Director of Ashridge Strategic Management Centre. Marcus has taught on a wide range of open and tailored programmes over the last 23 years at Ashridge. Prior to that, he had worked in Investment Banking, in strategy consulting, at the Boston Consulting Group in several countries, and as co-founder of a business that he subsequently sold to an Advertising group. His publications include Corporate-Level Strategy (Wiley, 1994) as well as many articles in the Harvard Business Review, California Management Review and Long Range Planning.
Michael Goold, BPhil, MA, MBA, is a founding Director of Ashridge Strategic Management Centre. His research and consulting interests and expertise are concerned with corporate strategy and structure, especially in multi-business companies. Prior to establishing the Centre in 1987, he was a Senior Fellow at the London Business School. Michael has extensive consulting experience with senior management. From 1971 to 1983 he was a member of the Boston Consulting Group, and in 1978 was elected a Vice President and Director of the firm.
Jo Whitehead, MA, MBA, PhD, is a Director of Ashridge Strategic Management Centre. Before joining Ashridge, Jo was a Vice President and Director of the Boston Consulting Group (BCG) and acted as BCG’s Director of Energy Research and Marketing. Jo also worked as an Assistant Professor at London Business School, where he taught primarily on Executive Education programmes. Jo co-authored the book Think Again, with Andrew Campbell and Sydney Finkelstein (Harvard Business Press, 2009). His most recent book is What You Need to Know about Strategy (Capstone, 2011).
Most helpful customer reviews
3 of 5 people found the following review helpful.
Another rather weak book on corporate strategy
By Jackal
CONTENT
The book is about corporate strategy, as opposed to business-unit strategy. This is kind of a much shorter, second edition of the authors' Corporate-Level Strategy: Creating Value in the Multibusiness Company from 1994. It is a book done by consultants masquerading as academics. They have a lot of examples of real companies, but I am not impressed by the result. The key problem associated with using successful examples is that anything seems to go. I really would have liked some statistical analysis of what kind of corporate strategies that actually generate value. Or at least some serious references to the last 20 years of academic research in the area. Instead we get some BCG stuff from the 1980!
Given the dismal performance of many corporate strategies, the total absence of failed corporate strategies in the book is also quite annoying. Let me take an example. Danaher is a US conglomerate that has done spectacularly well over a long time. However, almost all US conglomerates perform pretty badly. The focus on Danaher is misplaced, unless a detailed analysis is done on exactly why this company can perform so well. However, the authors are not interested in that level of depth. And why not discuss a few of the more typical conglomerates?
One more example: The authors present an interesting matrix called the Ashridge Portfolio Display. Its axes are (1) corporate's potential to add value and (2) corporate's risk of subtracting value. So what does it mean that corporate has great potential to add value but also high risk of subtracting value? It might be possible to be good and bad at the same time, but the authors should acknowledge and discuss the issue. The same matrix was also featured in their first edition, but at that time they seemed to realise the difficulty and labelled the axes differently. I find the matrix interesting, but what I don't appreciate is the sloppy thinking.
STYLE
Reading the book it is very much an old-school management book full of war stories. It is sad that the authors' vast experience has not been used in a more engaging and structured manner.
RECOMMENDATION
Unfortunately, there are few good books on corporate strategy, but I would recommend Repeatability: Build Enduring Businesses for a World of Constant Change instead. However, if you are a serious student of corporate strategy you might want to buy both. I have to say that the old Competing for the Future still provides a valid perspective.
1 of 7 people found the following review helpful.
Four Stars
By Venugopal Shetty
Real world content
0 of 6 people found the following review helpful.
Probably The Best Book on Corporate Strategy Today
By Abel Iyasele
Fantastic Book
See all 3 customer reviews...
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