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|a 9781119268543
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|a 9781119268550
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|a 1119268540
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|a 1119268559
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|a HD47.3
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|a Couto, Vinay
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|a Fit for growth
|b a guide to strategic cost cutting, restructuring, and renewal
|c Vinay Couto, John Plansky, Deniz Calgar
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| 260 |
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|a Hoboken, New Jersey
|b John Wiley & Sons, Inc.
|c 2017
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| 300 |
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|a 1 online resource
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|a Chapter 15: Morale, Emotions, and Expectations: Leading during a Restructuring -- Uncertainty and Anxiety -- Phase 1: Opportunity, but for Whom? -- What Employees Go Through -- What Managers Are Up Against -- What Managers Can Do -- Phase 2: Anxiety Surfaces -- What Employees Go Through -- What Managers Are Up against -- What Managers Can Do -- Phase 3: Turmoil, but also Glimmers of Something Better -- What Employees Go Through -- What Managers Are Up Against -- What Managers Can Do -- Chapter 16: The Human Element: Getting People Ready, Willing, and Able to Change -- Elements of a Culture-Led Change Management Program -- Align Leaders -- Communicate Changes -- Engage Stakeholders -- Train Employees -- Drive New Behaviors -- Phase 1: Diagnostic and Case for Change -- Develop the Case for Change -- Assess the Culture -- Align Leadership -- Phase 2: Detailed Design -- Prepare for the Change -- Stakeholder Engagement -- Employee Impact Assessment -- Communications and Engagement Plan -- Training Plan -- Culture Impacts and Critical Behaviors -- Phase 3: Execution -- Leadership Engagement -- Critical Few Behaviors -- Informal Leaders -- Delivering Communications -- Delivering Training -- Measuring Change Adoption -- Chapter 17: Staying Fit for Growth -- Strategic Levers: Translating Strategy into Performance -- Revise Resource Allocation to Funnel Investment to Strategic Priorities -- Adopt a Dynamic "Sense and Adjust" Planning Process -- Operational Levers: Executing Against the Plan -- Educate Employees on "Good" Costs versus "Bad" Costs -- Build a Continuous Improvement Capability -- Assign Cross-Functional Process Owners -- Organizational Levers: Assign Accountability and Reward Cost Consciousness -- Clarify Roles and Decision Rights to Reinforce Cost Accountability -- Motivate Performance, Not Politics -- Cultural Levers: Unleashing the Individual
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|a Fit for Growth: A Guide to Strategic Cost Cutting, Restructuring, and Renewal -- Contents -- Preface -- Part I: Introduction and Fit for Growth Overview -- Chapter 1: Do You Need to Cut to Grow? -- Circuit City: The Ostrich Approach -- IKEA: Elevating Cost Optimization to an Art Form -- The Fit for Growth Index -- Chapter 2: Becoming Fit for Growth: The Restructuring and Renewal Journey -- Focus on Differentiating Capabilities -- Align the Cost Structure -- Reorganize for Growth -- 1. The Operating Model -- 2. The Four Building Blocks of Organizational DNA -- 3. Talent -- 4. Management Processes -- Enable Change and Cultural Evolution -- Continuous Cost-Fitness Renewal -- Chapter 3: The Leader's Role: Aligning Costs with Strategy -- How Do You Know When It's Time? -- The Three Core Questions Leaders Ask -- Question 1: How Do I Energize My Organization for Transformation? -- Question 2: How Do I Achieve Cost Fitness While Enabling Growth? -- Question 3: How Do I Manage the Transformation and Make It Enduring? -- What Makes the Fit for Growth Approach Different -- Part II: How to Cut Costs and Grow Stronger: A Manager's Guide -- Chapter 4: Levers of Cost Reduction: What, Where, and How -- Setting the Objective -- Identifying Differentiating Capabilities -- Selecting the Cost-Reduction Levers -- What" Do We Do? Business Portfolio and Capability Choices -- Where" Do We Do It? Organization and Location -- How" and "How Well" Do We Do It? Operational Excellence -- Chapter 5: Portfolio Rationalization: Decide What Business You Should Be In -- What Is Portfolio Rationalization? -- When to Use Portfolio Rationalization -- How to Rationalize the Portfolio -- Step 1: Understand Portfolio Complexity -- Step 2: Manage the Trade-offs -- Step 3: Take Out Associated Costs -- Chapter 6: Zero-Basing: Justify What to Keep, Not What to Kill -- What Is Zero-Basing?
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|a Step 5: Evaluate Pilot Results and Formalize the New Processes -- Aligning Process Excellence with Other Cost Levers -- Chapter 11: Spans and Layers: Flatten and Empower the Organization -- What Is a Spans and Layers Restructuring? -- When to Restructure Spans and Layers -- How to Restructure Spans and Layers: Five Steps to a Leaner Organization -- Step 1: Define the Art of the Possible -- Step 2: Baseline the Organizational Structure -- Step 3: Design the Target State for the Top of the Organization -- Step 4: Redesign the Rest of the Organization Holistically -- Step 5: Identify Candidates and Build Transition Plans -- Chapter 12: Strategic Supply Management: Extract More Value from Your Purchases -- What Is Strategic Supply Management? -- When Should a Company Use Strategic Supply Management? -- Making It Happen: A Guide to Strategic Supply Management -- Step 1: Gather Baseline Spend Data -- Step 2: Engage Stakeholders -- Step 3: Determine the Size of the Prize -- Step 4: Segment Spend and Savings -- Step 5: Optimize Savings Capture -- Chapter 13: Digitization: Make Technology a Game Changer -- What Is Digitization? -- When to Use Digitization -- How to Digitize -- Step 1: Analyze and Prioritize Requirements -- Step 2: Simplify Processes and Rules -- Step 3: Blueprint Technology Choices -- Step 4: Implement to Deliver Value from the Start -- Step 5: Manage Risks -- Part III: Coping with Cost Restructuring: How to Manage and Sustain the Change -- Chapter 14: Running a Cost Transformation: Mobilizing, Scaling, and Sustaining -- Phase 1: Diagnostic and Case for Change -- How It Is Governed -- The Transformation Team -- The Working Process -- Phase 2: Detailed Design -- How It Is Governed -- The Transformation Team -- The Working Process -- Phase 3: Execution -- How It Is Governed -- The Transformation Team -- The Working Process
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|a Model Frugal Behavior at the Top -- Recognize Employees for Cost-Conscious Behavior -- Engage the Front Line through "Pride Builders -- Sense and Sustainability: Getting from Here to There -- Notes -- Acknowledgments -- About the Authors -- Index -- End User License Agreement
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|a Includes bibliographical references and index
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|a A Versatile, Holistic Cost Lever -- When Should You Zero-Base Your Capabilities? -- How to Zero-Base Your Capabilities -- Step 1: Define Functional Targets -- Step 2: Segment Activity and Costs by Capability Category -- Step 3: Assess the Value of Each Capability Category -- Step 4: Zero-Base Current State -- Step 5: Plan and Launch Initiatives -- Chapter 7: Aligning the Operating Model: Redefine Where Critical Work Gets Done -- Operating Model Elements and Archetypes -- When to Redesign Your Operating Model -- How to Redesign Your Operating Model -- Step 1: Understand Value Creation Levers -- Step 2: Frame Options to Accelerate Value Creation -- Step 3: Develop Organizational Architecture -- Step 4: Build an Implementation Road Map -- Chapter 8: Outsourcing: Let External Providers Generate Value for You -- What Is Outsourcing? -- When to Outsource -- The Outsourcing Process: How It Works -- Step 1: Develop Sourcing Strategy -- Step 2: Down-Select Suppliers -- Step 3: Execute Due Diligence and Contract Negotiations -- Step 4: Launch Transition -- Step 5: Design Communications and Retained Organization -- Chapter 9: Footprint Optimization: Rethink Your Operations and Overhead Locations -- What Is Footprint Optimization? -- When to Use Footprint Optimization -- Footprint Optimization: How It Works -- Step 1: Identify Business Requirements -- Step 2: Site Performance Check -- Step 3: Ideal Vision and Value-Add Strategy -- Step 4: Concept Development and Evaluation -- Step 5: Business Case and Road Map -- Chapter 10: Process Excellence: Simplify Work and Minimize Bureaucracy -- What Is Process Excellence? -- When to Use Process Excellence -- A Guide to Process Excellence -- Step 1: Define Core Processes -- Step 2: Frame Process Improvement Needs -- Step 3: Identify Process Performance Issues and Root Causes -- Step 4: Redesign Process and Pilot Solution
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| 653 |
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|a Corporate turnarounds / fast
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|a Entreprises / Redressement
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|a Cost control / fast
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|a Corporate turnarounds / http://id.loc.gov/authorities/subjects/sh87000468
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|a Reengineering (Management) / fast
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|a Réingénierie organisationnelle
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|a cost control / aat
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|a Reengineering (Management) / http://id.loc.gov/authorities/subjects/sh95000916
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|a Cost Control
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| 653 |
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|a Cost control / http://id.loc.gov/authorities/subjects/sh85033196
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|a Coût / Contrôle
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| 700 |
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|a Plansky, John
|e author
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|a Calgar, Deniz
|e author
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 776 |
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|z 1119268532
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| 776 |
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|z 9781119268536
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| 856 |
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|u https://learning.oreilly.com/library/view/~/9781119268536/?ar
|x Verlag
|3 Volltext
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|a 658.15/52
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|a 658
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|a 620
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|a Drawing on 70-plus years of strategy consulting experience and in-depth research, the experts at PwC¿̐ưs Strategy & lay out a winning framework that helps CEOs and senior executives transform their organizations for sustainable, profitable growth. --
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