Fit for growth a guide to strategic cost cutting, restructuring, and renewal
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. --
| Main Authors: | , , |
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| Format: | eBook |
| Language: | English |
| Published: |
Hoboken, New Jersey
John Wiley & Sons, Inc.
2017
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| Subjects: | |
| Online Access: | |
| Collection: | O'Reilly - Collection details see MPG.ReNa |
Table of Contents:
- 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
- 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?
- 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
- 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
- Includes bibliographical references and index
- 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