Fit for Growth: A Guide to Strategic Cost Cutting, Restructuring, and Renewal

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Wiley #ad - Strategy& has helped major clients around the globe achieve significant and sustained results with its research-backed approach to restructuring and cost reduction. Companies are always looking to do more with less, but their efforts often work against them in the long run. Throughout the fit for Growth process, the focus is on maintaining consistent high-value performance while enabling fundamental change.

A practical approach to business transformation Fit for Growth* is a unique approach to business transformation that explicitly connects growth strategy with cost management and organization restructuring. Fit for growth is a registered service mark of PwC Strategy& Inc. Examples from strategy&’s hundreds of clients illustrate successful transformation on the ground, and illuminate how senior and middle managers are able to take ownership and even thrive during difficult periods of transition.

Fit for Growth: A Guide to Strategic Cost Cutting, Restructuring, and Renewal #ad - Drawing on 70-plus years of strategy consulting experience and in-depth research, the experts at PwC’s Strategy& lay out a winning framework that helps CEOs and senior executives transform their organizations for sustainable, profitable growth. This approach gives structure to strategy while promoting lasting change.

Total business transformation requires total buy-in, and it entails a series of decisions that must not be made lightly. This book provides practical guidance for leveraging that expertise to make the choices that allow companies to: Achieve growth while reducing costs Manage transformation and transition productively Create lasting competitive advantage Deliver reliable, high-value performance Sustainable success is founded on efficiency and high performance.

In the united States Wiley.

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Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap

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Harvard Business Review Press #ad - How to close the gap between strategy and executionTwo-thirds of executives say their organizations don’t have the capabilities to support their strategy. In strategy that works, Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution.

And they show how some of the best companies in the world consistently leap ahead of their competitors. How to close the gap between strategy and execution. Based on new research, the authors reveal five practices for connecting strategy and execution used by highly successful enterprises such as IKEA, Danaher, Natura, Haier, and Lego.

Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap #ad - These companies:• commit to what they do best instead of chasing multiple opportunities• build their own unique winning capabilities instead of copying others• Put their culture to work instead of struggling to change it• Invest where it matters instead of going lean across the board• Shape the future instead of reacting to itPacked with tools you can use for building these five practices into your organization and supported by in-depth profiles of companies that are known for making their strategy work, this is your guide for reconnecting strategy to execution.

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The Essential Advantage: How to Win with a Capabilities-Driven Strategy

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Harvard Business Review Press #ad - Used book in Good Condition. Based on extensive research and filled with company examples—including Amazon. Com, tata sons, johnson & johnson, and procter & Gamble—Essential Advantage helps you construct a coherent company in which the pieces reinforce each other instead of working at cross-purposes.

The authors reveal:· why you should focus on a system of a few aligned capabilities· how to identify the "way to play" in your market· How to design a strategy for well-modulated growth· How to align a portfolio of businesses behind your capability system· How your strategy clarifies growth, costs, and people decisionsFew companies achieve a capability-driven "right to win" in their market.

In essential advantage, booz & company's cesare Mainardi and Paul Leinwand maintain that success in any market accrues to firms with coherence: a tight match between their strategic direction and the capabilities that make them unique. Achieving this clarity takes a sharpness of focus that only exceptional companies have mastered.

The Essential Advantage: How to Win with a Capabilities-Driven Strategy #ad - This book helps you identify your firm's blend of strategic direction and distinctive capabilities that give it the "right to win" in its chosen markets. How to close the gap between strategy and execution. This book helps you position your firm to be among them. Conventional wisdom on strategy is no longer a reliable guide.

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Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team’s Productive Power

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Harvard Business Review Press #ad - But capital today is cheap and abundant, no longer a source of advantage. Harvard business review. With practical advice for using the framework and in-depth examples of how the best companies manage their people's time, talent, and energy with as much discipline as they do their financial capital, this book shows managers how to create a virtuous circle of high performance.

That's why companies allocate their financial capital so carefully. Used book in Good Condition. Managing your scarcest ResourcesBusiness leaders know that the key to competitive success is smart management of scarce resources. What's really needed are organizational solutions that can unleash a company's full productive power and enable it to outpace competitors.

Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team’s Productive Power #ad - Building off of the popular harvard business review article "your scarcest Resource, " Michael Mankins and Eric Garton, Bain & Company experts in organizational design and effectiveness, present new research into how you can liberate people's time, talent, and energy and unleash your organization's productive power.

How to close the gap between strategy and execution. The truly scarce resources now are the time, the talent, and the energy of the people in your organization--resources that are too often squandered. There's plenty of advice about how to manage them, but most of it focuses on individual actions. They identify the specific causes of organizational drag--the collection of institutional factors that slow things down, decrease output, and drain people's energy--and then offer a pragmatic framework for how managers can overcome it.

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Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds

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Wiley #ad - But all too often getting to a “yes, and striving to claim credit, ” competing for resources, cloud the hard decisions. Harvard business review. Beat the odds with a bold strategy We’ve all seen hockey stick business plans before. This does not happen by magic—there is an empirically-backed science to improve your odds of success by capitalizing on your endowment, riding the right trends, and most importantly, making a few big moves.

Mining the data from thousands of large companies, Martin Hirt and Sven Smit open the windows of that room, McKinsey Partners Chris Bradley, and bring an “outside view. They found three discrete groups of companies: the bottom quintile with massive economic losses; the long, flat, middle 60 percent with practically no economic profit; and the top 20 percent to whom all the value accrues.

Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds #ad - Another strategy framework? no thanks, we already have plenty of those, and they don’t fix the real problem: the social dynamics in your strategy room. A future where results sail confidently upward, but with a dip coinciding with next year’s budget. Some companies do achieve real hockey stick performance: but just 1-in-12 jump from the middle tier to the top over a ten year period.

Eight practical shifts can help you do this, and unlock bigger, bolder, better strategies. This is not another by-the-book approach to strategy. How to close the gap between strategy and execution.

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The Critical Few: Energize Your Company's Culture by Choosing What Really Matters

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Berrett-Koehler Publishers #ad - Used book in Good Condition. Why? the fate of any change effort depends on whether and how leaders engage their culture: the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things are done in an organization. People will make an emotional, not just a rational, commitment to new initiatives.

How to close the gap between strategy and execution. For the first time, characteristics that are at the heart of people's emotional connection to what they do; keystone behaviors, actions that would lead your company to succeed if they were replicated at a greater scale; authentic informal leaders, people who have a high degree of "emotional intuition" or social connectedness; and metrics, this book lays out the Katzenbach Center's proven methodology for identifying your culture's four most critical elements: traits, integrated, thoughtful measures to track progress, encourage the self-reinforcing cycle of lasting change and link to business performance.

The Critical Few: Energize Your Company's Culture by Choosing What Really Matters #ad - By leveraging these critical few elements, you can tap into a source of catalytic change within your organization. Without a deep understanding of your company's culture, any change effort you undertake will fail. Bestselling author jon Katzenbach and his coauthors identify the four most critical cultural elements leaders need to focus on.

In a global survey by the Katzenbach Center, 80 percent of respondents believed that their organization must evolve to succeed. Culture is implicit rather than explicit, emotional rather than rational--that's what makes it so hard to work with, but that's also what makes it so powerful. But a full quarter of them reported that a change effort at their organization had resulted in no visible results.

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Playing to Win: How Strategy Really Works

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Harvard Business Review Press #ad - Now, drawn from their years of experience at p&g and the rotman school of Management, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, where Martin is dean, essential elements that determine business success—where to play and how to win.

The result is a playbook for winning. It’s hard because it forces people and organizations to make specific choices about their future—something that doesn’t happen in most companies. Now two of today’s best-known business thinkers get to the heart of strategy—explaining what it’s for, why you need it, how to think about it, and how to get it done.

Playing to Win: How Strategy Really Works #ad - Lafley, doubled p&g’s sales, quadrupled its profits, former CEO of Procter & Gamble, in close partnership with strategic adviser Roger Martin, and increased its market value by more than $100 billion in just ten years. How to close the gap between strategy and execution. Harvard Business School Press. But it is hard.

Used book in Good Condition. And they use one of the most successful corporate turnarounds of the past century, which they achieved together, to prove their point. A.

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Digital @ Scale: The Playbook You Need to Transform Your Company

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Wiley #ad - Harvard Business School Press. The authors provide practical insights into the three pillars of digital transformations that successfully scale: reinventing the business model, building out a business architecture from the customer back into the organization, and establishing an 'amoeba' IT and organizational foundation that learns and evolves.

This is the ideal guide for all leaders who recognize the power and promise of a digital transformation. Wiley. Digging into more than fifty detailed case studies and years of McKinsey experience and data, the authors, along with a group of expert contributors, show how companies can move beyond incremental change to transform the business where the greatest value is generated—at its core.

Digital @ Scale: The Playbook You Need to Transform Your Company #ad - Used book in Good Condition. How to close the gap between strategy and execution. [email protected] examines what it takes for companies to break through the gravitational pull of their legacy organizations and capture the full value of digital. Harvard business review. A blueprint for reinventing the core of your business Value in the next phase of the digital era will go to those companies that don't just try digital but also scale it.

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The Financial Controller and CFO's Toolkit: Lean Practices to Transform Your Finance Team Wiley Corporate F&A

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Wiley #ad - Harvard business review. This new second edition has been updated to reflect the latest practices and technology to streamline your workflow and get more done in less time—without sacrificing quality or accuracy. The companion website—a complete toolbox for positive, entrenched change—gives you access to additional resources that reinforce The Financial Controller and CFO's Toolkit strategy.

Wiley. Simplify and streamline your way to a winning legacy the Financial Controller and CFO's Toolkit is a hybrid handbook and toolkit with over 100 lean practice solutions and a wealth of practical tools for senior financial managers of small, midsized and large companies. How to close the gap between strategy and execution.

Be the cfo that your organization needs and the leader that your teams deserve. The financial controller and CFO's Toolkit gives you everything you need to achieve more by doing less. This book outlines the mindset of paradigm shifters relevant to future-ready finance teams, and contains guidelines on how to become an effective change leader.

The Financial Controller and CFO's Toolkit: Lean Practices to Transform Your Finance Team Wiley Corporate F&A #ad - Used book in Good Condition. Selling and leading change effectively get more accurate information from your kpis attracting, implement quarterly rolling forecasting, recruiting and retaining talented staff Invest in and implement new essential tools Investing wisely in 21st century technologies Report the month-end within three days, complete the annual plan in two weeks or less, and bring your firm into the 21st century with key tools that get the job done.

Harvard Business School Press.

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The Founder's Mentality: How to Overcome the Predictable Crises of Growth

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Harvard Business Review Press #ad - But when bain & company’s chris zook and james allen, researched this question, proliferating processes and bureaucracy, authors of the bestselling Profit from the Core, not external—increasing distance from the front lines, they found that when companies fail to achieve their growth targets, loss of accountability, 90 percent of the time the root causes are internal, to name only a few.

Harvard business review. Used book in Good Condition. Even for healthy companies, if not managed properly, these crises, stifle the ability to grow further—and can actively lead to decline. The key insight from zook and allen’s research is that managing these choke points requires a “founder’s mentality”—behaviors typically embodied by a bold, and connection to customers:• An insurgent’s clear mission and purpose• An unambiguous owner mindset• A relentless obsession with the front lineBased on the authors’ decade-long study of companies in more than forty countries, ambitious founder—to restore speed, focus, The Founder’s Mentality demonstrates the strong relationship between these three traits in companies of all kinds—not just start-ups—and their ability to sustain performance.

The Founder's Mentality: How to Overcome the Predictable Crises of Growth #ad - How to close the gap between strategy and execution. What’s more, at predictable stages, companies experience a set of predictable internal crises, as they grow. A washington post bestsellerthree principles for managing—and avoiding—the Problems of GrowthWhy is profitable growth so hard to achieve and sustain? Most executives manage their companies as if the solution to that problem lies in the external environment: find an attractive market, formulate the right strategy, win new customers.

Harvard Business School Press. Through rich analysis and inspiring examples, this book shows how any leader—not only a founder—can instill and leverage a founder’s mentality throughout their organization and find lasting, profitable growth.

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Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach

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Harvard Business Review Press #ad - In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you’ll be able to answer questions such as:• what replaces planning when the annual cycle is obsolete?• When can we—and when should we—shape the game to our advantage?• How do we simultaneously implement different strategic approaches for different business units?• How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies?Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply.

You think you have a winning strategy. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. But do you?executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other.

Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach #ad - In this book, the boston consulting group’s martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. Wiley. They show how existing strategy approaches sort into five categories—Be Big, malleability, or simply Be Viable—depending on the extent of predictability, Be Fast, Be First, Be the Orchestrator, and harshness.

Should you aim to be big or fast? should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important—or more difficult—to choose the right approach to strategy.

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