Alternative selection requires choices to be made between competing initiatives. Such choices necessitate a common comparative basis on which the value of each initiative is judged. Key to achieving this state is the application of common market and organizational assumptions and variables from which each initiative’s value is calculated. Without this commonality, initiative owners would likely apply assumptions favoring their initiative’s value calculation and thus diminish the leadership team’s ability to compare individual initiative values.
https://www.strategydriven.com/wp-content/uploads/ApplesAndOranges.jpg282425StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2011-03-15 06:33:442018-09-30 15:30:56Alternative Selection Best Practice 1 – Common Assumptions and Variables
Reviving Work Ethic: A Leader’s Guide to Ending Entitlement and Restoring Pride in the Emerging Workforce by Eric Chester About the Reference Reviving Work Ethic by Eric Chester provides actionable methods organization leaders can employ to instill within their young workers the strong work ethic foundational to America’s market success. He begins by categorizing young […]
“It is better to be vaguely right than exactly wrong.” Carveth Read (1848 – 1931) 19th and 20th century British philosopher and logician Professor of Philosophy of Mind and Logic at the University College London
What role do capabilities play in successful mergers? Too big to fail has proven to be a flawed notion. In Advantaged Capabilities, Booz & Company partners Gerald Adolph and Paul Leinwand conclude their discussion on the role of capabilities in mergers and acquisitions (M&A) and explain why pursuing a capabilities-driven M&A strategy produces more successful […]
Robert Simons, the Charles M. Williams Professor of Business Administration at the Harvard Business School, explains why management teams must ask themselves tough strategy questions. During this interview, Robert covers: obstacles business leaders face when executing their business strategy why companies need to focus on one primary customer the importance in choosing which among shareholders, […]
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We frequently remind managers, as well as aspiring managers, that management is a new career. As surely as teaching is different from accounting, management is different than the role that a person held as an employee or as a start-up entrepreneur. Many new managers, however, find themselves overwhelmed. Instead of focusing on the day-to-day job […]
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What role do capabilities play in successful mergers? Too big to fail has proven to be a flawed notion. In Integrating Capabilities, Booz & Company partners Gerald Adolph and Paul Leinwand continue their discussion on the role of capabilities in mergers and acquisitions (M&A) and explain why pursuing a capabilities-driven M&A strategy produces more successful […]
All too often, executives and planners focus on the cost of implementing a project and omit recognition of the other associated costs accompanying the resulting outputs once the project is completed. Even if those costs are accounted for, other hidden costs, such as the reduction of future operational flexibility and options, can be overlooked. Overlooking these costs can significantly impact an initiative’s return on investment; inappropriately inflating the investment’s value to a point where an otherwise unacceptable pursuit appears to be worthwhile. Therefore, when selecting from among the myriad of business operations and initiative opportunities it is important to fully examine the total cost of ownership.
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“There are costs and risks to a program of action but they are far less than the long range risks and costs of comfortable inaction.” John F. Kennedy (1917 – 1963) 35th President of the United States
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Alternative Selection Best Practice 1 – Common Assumptions and Variables
/in Alternative Selection, Premium/by StrategyDrivenAlternative selection requires choices to be made between competing initiatives. Such choices necessitate a common comparative basis on which the value of each initiative is judged. Key to achieving this state is the application of common market and organizational assumptions and variables from which each initiative’s value is calculated. Without this commonality, initiative owners would likely apply assumptions favoring their initiative’s value calculation and thus diminish the leadership team’s ability to compare individual initiative values.
Recommended Resource – Reviving Work Ethic
/in Corporate Cultures, Management & Leadership, Recommended Resources, Talent Management/by StrategyDrivenReviving Work Ethic: A Leader’s Guide to Ending Entitlement and Restoring Pride in the Emerging Workforce by Eric Chester About the Reference Reviving Work Ethic by Eric Chester provides actionable methods organization leaders can employ to instill within their young workers the strong work ethic foundational to America’s market success. He begins by categorizing young […]
Leadership Inspirations – Accuracy
/in Leadership Inspirations/by StrategyDriven“It is better to be vaguely right than exactly wrong.” Carveth Read (1848 – 1931) 19th and 20th century British philosopher and logician Professor of Philosophy of Mind and Logic at the University College London
Capabilities Driven Mergers & Acquisitions – Advantaged Capabilities, part 5 of 5
/in Strategic Planning/by StrategyDrivenWhat role do capabilities play in successful mergers? Too big to fail has proven to be a flawed notion. In Advantaged Capabilities, Booz & Company partners Gerald Adolph and Paul Leinwand conclude their discussion on the role of capabilities in mergers and acquisitions (M&A) and explain why pursuing a capabilities-driven M&A strategy produces more successful […]
How to Stress-Test Your Strategy
/in Strategic Analysis, Strategic Planning, Tactical Execution/by StrategyDrivenRobert Simons, the Charles M. Williams Professor of Business Administration at the Harvard Business School, explains why management teams must ask themselves tough strategy questions. During this interview, Robert covers: obstacles business leaders face when executing their business strategy why companies need to focus on one primary customer the importance in choosing which among shareholders, […]
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Management Would be Easy if You Didn’t Have to Deal with People, part 1 of 3
/in Management & Leadership/by John CioffiWe frequently remind managers, as well as aspiring managers, that management is a new career. As surely as teaching is different from accounting, management is different than the role that a person held as an employee or as a start-up entrepreneur. Many new managers, however, find themselves overwhelmed. Instead of focusing on the day-to-day job […]
Leadership Inspirations – Volunteering to be the Victim
/in Leadership Inspirations/by StrategyDriven“There are no victims, only volunteers.” Original Author Unknown
Capabilities Driven Mergers & Acquisitions – Integrating Capabilities, part 4 of 5
/in Strategic Planning/by StrategyDrivenWhat role do capabilities play in successful mergers? Too big to fail has proven to be a flawed notion. In Integrating Capabilities, Booz & Company partners Gerald Adolph and Paul Leinwand continue their discussion on the role of capabilities in mergers and acquisitions (M&A) and explain why pursuing a capabilities-driven M&A strategy produces more successful […]
Alternative Selection – Total Cost of Ownership
/in Alternative Selection, Premium/by StrategyDrivenAll too often, executives and planners focus on the cost of implementing a project and omit recognition of the other associated costs accompanying the resulting outputs once the project is completed. Even if those costs are accounted for, other hidden costs, such as the reduction of future operational flexibility and options, can be overlooked. Overlooking these costs can significantly impact an initiative’s return on investment; inappropriately inflating the investment’s value to a point where an otherwise unacceptable pursuit appears to be worthwhile. Therefore, when selecting from among the myriad of business operations and initiative opportunities it is important to fully examine the total cost of ownership.
Leadership Inspirations – The Cost of Doing Nothing
/in Leadership Inspirations/by StrategyDriven“There are costs and risks to a program of action but they are far less than the long range risks and costs of comfortable inaction.” John F. Kennedy (1917 – 1963) 35th President of the United States