Reengineering Strategies and Tactics: Know Your Company’s and Your Competitors’ Strategies and Tactics Using Public Information

Universal-Publishers
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The Holistic Business Model identifies, in a structured manner, the 48 structural positions and 32 strategies your company can effect, resulting in 2 million variations in your company's strategic environment. This complexity is handled by three layers, consisting of the Operations Layer, the Revenue Transaction Layer and the Business Management Layer. Strategy is the migration from one structural position to another in the Business Management Layer. Therefore, the Model prevents investors, business owners and corporate managers from making incorrect moves, while both, enabling them to see their future options, and enhancing the quality of their management decisions. The Operations Layer explains why lean manufacturing (JIT and Kanbans) works when it does, when it does not, and the important considerations when setting up a manufacturing operation using lessons learned from the semiconductor and Fast Moving Consumer Goods industries. The Revenue Transaction Layer identifies how your company generates its revenue. Based on 20+ years in manufacturing and management consulting in multinational, large, medium & small companies, Solomon invented the Holistic Business Model that only requires public information to determine your company's and your competitors' strategies. Four case studies are presented: a manufacturing operation, a home builder, a non-profit and a sea port.
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Publisher
Universal-Publishers
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Published on
Jul 24, 2014
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Pages
316
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ISBN
9781627340151
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Language
English
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Genres
Business & Economics / Management
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This content is DRM protected.
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Eligible for Family Library

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Tried and tested practical wisdom about participatory, long range and strategic planning.

In rapidly changing, complex landscapes organization leaders need concrete plans not simplistic advice. Reactive plans often entrench the problem. But when many minds focus together a new array of ideas and options can generate profound insight, creative strategy and high resolve in the whole group. What can leaders, consultants and facilitators do to ensure this happens?

As a master practitioner of ICAs Technology of Participation (ToPTM) Bill Staples fully illustrates the breadth and depth of the transformation that comes from fully engaging people in the decisions that affect their work and lives. This book pulls back the veil on todays most powerful facilitation and reveals transformational philosophy, methods and tools used around the world. ToP practitioners will especially benefit from the case studies and detailed procedures that launch organizational transformation.

There are few organizations that have contributed so much to the improvement of group problem solving and decision-making as the Institute of Cultural Affairs. Over the past 25 years, its Technology of Participation has become known the world over and is applied in every sector of society. This book provides a thorough introduction to ToP including its background, purpose, methods, and applications. Bill Staples integrates and presents this information in a way that makes it accessible to anyone concerned with engaging people in effective problem solving and decision-making.

Sandy Schuman, author of Creating a Culture of Collaboration: The International Association of Facilitators Handbook and The Handbook for Working with Difficult Groups: How They Are Difficult, Why They Are Difficult and What You Can Do About It

ICA is truly one of the pioneers of the participatory approach to planning and deliberation. Its commitment to participatory, democratic values is authentic and trustworthy.

Sam Kaner, author
Inhaltsangabe:Problemstellung: Unternehmensleitbilder (englisch: Corporate Mission Statements) sind in den vergangenen beiden Dekaden sehr populär geworden bei amerikanischen, aber auch europäischen Unternehmen. Das Unternehmensleitbild ist quasi das Glaubensbekenntnis eines Unternehmens: es beantwortet die grundlegenden Fragen warum das Unternehmen existiert, welche langfristige Strategie es verfolgt, für welche Werte es einsteht und welche Geschäftphilosophie es vertritt. Das Leitbild gibt die interne wie auch externe Orientierung des Unternehmens vor, es wirkt sich auf jede Entscheidung im Unternehmen aus. Der Wert eines sauber formulierten und umsichtig implementierten Unternehmensleitbildes ist inzwischen unumstritten. Insbesondere gilt dies in Situationen der Krise, der Veränderung und des Wachstums eines Unternehmens. Aber auch in einer relativen stabilen Umwelt ist das Leitbild ein entscheidender Orientierungs- und Identifikationspunkt, der zu einem wichtigen komparativen Wettbewerbsvorteil führen kann. Diese Arbeit analysiert die aktuelle angloamerikanische Literatur, bezieht jedoch wichtige deutschsprachige Autoren mit ein. Basierend auf der Literaturaufarbeitung wird ein sehr praktisch angelegtes Modell zur Formulierung, Generierung und Implementierung des Unternehmensleitbildes entwickelt. Dieses Prozeßmodell ist umfassend angelegt und gleichzeitig einfach auf jeden Unternehmenstyp übertragbar. Diese praxisnahe Arbeit wurde im Juli 1994 als Abschlußarbeit des MBA-Studiums des Autors an der Azusa Pacific University / Los Angeles mit A+ bewertet (A+ ist die best-mögliche Note im amerikanischen Benotungssystem). Im Dezember 1994 wurde sie vom Lehrstuhl für Marketing an der Westfälischen-Wilhelms-Universität von Herrn Prof. Meffert anerkannt und nach deutschen Kriterien als Diplomarbeit mit der Note 2,7 bewertet. Inhaltsverzeichnis:Inhaltsverzeichnis: 1.Introduction1 1.1.Background of the Study1 1.2.Focus of this Study2 1.2.1.CMS in the Strategic Management Model2 1.2.2.CMS and Corporate Culture5 1.2.3.Implementation Environment6 1.3.Chapter Overview8 1.4.Need for This Study9 1.5.Research Methodology10 2.The Corporate Mission Statement12 2.1.Introduction12 2.2.The CMS13 2.2.1.Defining the CMS13 2.2.1.1.Strategic School of Thought14 2.2.1.2.Integrative Approach18 2.2.1.3.The Ashridge Mission Model20 2.2.1.4.Definition Determination21 2.2.2.Examples: Jack in the Box and Federal Express24 2.3.Distinction to Other [...]
"The book is both an excellent primer for those new to Boyd and a catalyst
to those with business experience trying to internalize the relevance of Boyd ́s thinking."

Chuck Leader, LtCol USMC (Ret.) and information technology company CEO;
"A Winning Combination," Marine Corps Gazette, March 2005.

Certain to Win [Sun Tzu ́s prognosis for generals who follow his advice] develops the strategy of the late US Air Force Colonel John R. Boyd for the world of business.

The success of Robert Coram’s monumental biography, Boyd, the Fighter Pilot Who Changed the Art of War, rekindled interest in this obscure pilot and documented his influence on military matters ranging from his early work on fighter tactics to the USMC ́s maneuver warfare doctrine to the planning for Operation Desert Storm. Unfortunately Boyd’s written legacy, consisting of a single paper and a four-set cycle of briefings, addresses strategy only in war. [All of Boyd ́s briefings are available on Slightly East of New.]

Boyd and Business

Boyd did study business. He read everything he could find on the Toyota Production System and came to consider it as an implementation of ideas similar to his own. He took business into account when he formulated the final version of his “OODA loop” and in his last major briefing, Conceptual Spiral, on science and technology. He read and commented on early drafts of this manuscript, but he never wrote on how business could operate more profitably by using his ideas.

Other writers and business strategists have taken up the challenge, introducing Boyd’s concepts and suggesting applications to business. Keith Hammonds, in the magazine Fast Company, George Stalk and Tom Hout in Competing Against Time, and Tom Peters most recently in Re-imagine! have described the OODA loop and its effects on competitors.

They made significant contributions. Successful businesses, though, don’t concentrate on affecting competitors but on enticing customers. You could apply Boyd all you wanted to competitors, but unless this somehow caused customers to buy your products and services, you’ve wasted time and money. If this were all there were to Boyd, he would rate at most a sidebar in business strategy.

Business is not War

Part of the problem has been Boyd’s focus on war, where “affecting competitors” is the whole idea. Armed conflict was his life for nearly 50 years, first as a fighter pilot, then as a tactician and an instructor of fighter pilots, and after his retirement, as a military philosopher. Coram describes (and I know from personal experience) how his quest consumed Boyd virtually every waking hour.

It was not a monastic existence, though, since John was above everything else a competitor and loved to argue over beer and cigars far into the night. During most of the 1970s and 80s he worked at the Pentagon, where he could share ideas and debate with other strategists and practitioners of the art of war. The result was the remarkable synthesis we know as Patterns of Conflict.

Website

The Phoenix Project wowed over a half-million readers. Now comes The Unicorn Project!

“The Unicorn Project is amazing, and I loved it 100 times more than The Phoenix Project…”—FERNANDO CORNAGO, Senior Director Platform Engineering, Adidas

“Gene Kim does a masterful job of showing how … the efforts of many create lasting business advantages for all.”—DR. STEVEN SPEAR, author of The High-Velocity Edge, Sr. Lecturer at MIT, and principal of HVE LLC.

“The Unicorn Project is so clever, so good, so crazy enlightening!”––CORNELIA DAVIS, Vice President Of Technology at Pivotal Software, Inc., Author of Cloud Native Patterns

This highly anticipated follow-up to the bestselling title The Phoenix Project takes another look at Parts Unlimited, this time from the perspective of software development.

In The Unicorn Project, we follow Maxine, a senior lead developer and architect, as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy and to work within a system where no one can get anything done without endless committees, paperwork, and approvals.

One day, she is approached by a ragtag bunch of misfits who say they want to overthrow the existing order, to liberate developers, to bring joy back to technology work, and to enable the business to win in a time of digital disruption. To her surprise, she finds herself drawn ever further into this movement, eventually becoming one of the leaders of the Rebellion, which puts her in the crosshairs of some familiar and very dangerous enemies.

The Age of Software is here, and another mass extinction event looms—this is a story about rebel developers and business leaders working together, racing against time to innovate, survive, and thrive in a time of unprecedented uncertainty...and opportunity.

“The Unicorn Project provides insanely useful insights on how to improve your technology business.”—DOMINICA DEGRANDIS, author of Making Work Visible and Director of Digital Transformation at Tasktop

———

“My goal in writing The Unicorn Project was to explore and reveal the necessary but invisible structures required to make developers (and all engineers) productive, and reveal the devastating effects of technical debt and complexity. I hope this book can create common ground for technology and business leaders to leave the past behind, and co-create a better future together.”—Gene Kim, November 2019
• More than 500 appearances on national bestseller lists

• #1 Wall Street Journal, New York Times, and USA Today

• Won 12 book awards

• Translated into 35 languages

• Voted Top 100 Business Book of All Time on Goodreads

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