The four colors of business growth [electronic book] / Anjan V. Thakor.

By:

Thakor, Anjan V

Contributor(s):

ScienceDirect (Online service)

Material type: Text

TextPublication details: San Diego CA : Academic Press, 2011.ISBN:

0123852390
9780123852397

Subject(s):

Genre/Form:

Electronic books.

Additional physical formats: No titleOnline resources:

ScienceDirect eBook

Contents:

Growth is everywhere -- Growth comes in four colors -- The competing values framework (CVF) growth strategies and the stock market -- How do you know what color your growth strategy should be? -- Organizational alignment for growth : the power of the competing values framework in aligning the organization through a common language -- Ideas for yellow growth strategies -- Ideas for red growth strategies -- Ideas for blue growth strategies -- Ideas for green growth strategies -- Wrapping up.

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Enhanced descriptions from Syndetics:

Defining an organization by its growth strategy enables business leaders to make better decisions about the ways their companies compete. Anjan Thakor's four categories of growth, which he arranges into the Competing Values Framework, delivers methods for developing strategies grounded in internal cultures and industry goals. Written for professionals, this book provides easy access to concepts in fields as diverse as corporate strategy, finance, organizational behavior, change management, and leadership.

Table of contents provided by Syndetics

Preface (p. xi)
About the, Author (p. xiii)
Chapter 1 Growth Is Everywhere (p. 1)
Lessons (p. 8)
Reflection Exercise (p. 10)
Chapter 2 Growth Comes in Four Colors (p. 13)
The Competing Values Framework for Growth (p. 19)
The CVF, Leadership, and Organizational Alignment (p. 24)
Lessons (p. 25)
Reflection Exercise (p. 27)
Chapter 3 The Competing Values Framework Growth Strategies and the Stock Market (p. 29)
Designing the Empirical Tests (p. 31)
Lessons (p. 37)
Reflection Exercise (p. 38)
Chapter 4 How to Know Which Color Your Growth Strategy Should Be (p. 41)
The Seven-Step Strategy Formulation Process (p. 42)
Step 1 Understand ôWhat's a Growth Strategy?ö (p. 42)
Step 2 Define Value Driver-What It Is (p. 43)
Step 3 Value Driver-Understand What It Is Not (p. 44)
Step 4 Develop a Shared Understanding of Core Competence (p. 44)
Step 5 What Is a Core Competence? (p. 44)
Step 6 Use Examples of Value Drivers and Strategies (p. 45)
Step 7 Develop a Simple Strategy Statement and Communicate, Communicate, and Communicate (p. 47)
Two More Steps (p. 49)
Lessons (p. 51)
Reflection Exercise (p. 51)
Chapter 5 Alignment for Growth: The CVF's Power in Aligning Organizations through a Common Language (p. 53)
The Power of a Common Language (p. 56)
When the Power of a Common Language Is the Greatest (p. 58)
Lessons (p. 64)
Reflection Exercise (p. 65)
Chapter 6 Ideas for Yellow Growth Strategies (p. 67)
How to Become a Better Yellow (p. 68)
Why Positive Factors Don't Get More Attention (p. 70)
Beyond Abundance-Other Aspects of a Yellow Culture and Growth Strategy (p. 74)
What a Strong Yellow Culture Does for Organizations (p. 75)
Tools for Developing Leaders (p. 77)
A Very Strong Corporate Culture (p. 78)
Organizations Develop Employees as Leaders (p. 78)
Commit to Employee Development (p. 78)
Lessons (p. 79)
Reflection Exercise (p. 79)
Chapter 7 Ideas for Red Growth Strategies (p. 81)
What Good Red Companies Do To Grow (p. 83)
What Leaders Need To Understand About Execution (p. 84)
What Is a Culture Focused on Execution? (p. 86)
Putting the Right People in the Right Place (p. 88)
Performance Metrics and Alignment (p. 90)
Metrics Are Linked to Value Creation (p. 90)
Metrics Are Linked to the Growth Strategy (p. 90)
Performance Metrics Are Not Plentiful (p. 91)
Lessons (p. 91)
Reflection Exercise (p. 92)
Chapter 8 Ideas for Blue Growth Strategies (p. 95)
Growth Strategies of Blue Companies (p. 96)
Mergers and Acquisitions (p. 97)
Divestitures (p. 102)
Establish a Market Niche and Develop a Brand (p. 106)
Extend Products and Services to New Markets (p. 108)
Develop New Products and Services (p. 110)
Respond to Market Changes in Your Value Driver (p. 112)
Lessons (p. 113)
Reflection Exercise (p. 114)
Chapter 9 Ideas for Green Growth Strategies (p. 117)
Green's Breakthough Ideas (p. 120)
What Is Innovation? (p. 120)
Why Is Innovation So Difficult? (p. 121)
Does Innovation Have Any Generalizable Principles? (p. 121)
Principle 1 Combine and Hitchhike to Innovate (p. 121)
Principle 2 Diversity of Viewpoints Facilitates Innovation (p. 124)
Principle 3 Innovation Depends on How Many Shots You Take at the Basket (p. 125)
Principle 4 Set Up Your Reward-Punishment System to Punish Inaction, Not Failure and/or Defiance (p. 125)
Principle 5 Shelter Creative Work (p. 126)
Principle 6 Create a Sense of Destiny and Don't Let the Creative Team Get Too Comfortable (p. 127)
Principle 7 Remember the SPSS Rule of Innovation (p. 128)
Principle 8 Hire People You Don't Need (p. 129)
Principle 9 Create Organizational Slack (p. 130)
Principle 10 Innovation Pays Off, Often in Unpredictable Ways through Secondary Applications (p. 131)
Principle 11 All Innovation Challenges and Discards a Well-Accepted Assumption-Rule? Truth? (p. 133)
Principle 12 Excessive Expertise Inhibits Innovation (p. 135)
The Process of Innovation (p. 136)
Some Thoughts on Innovation Opportunities for the Future (p. 137)
Solar Panels (p. 137)
Gasoline Garden (p. 138)
Wind Power from the Stratosphere (p. 138)
Ubiquitous Sensors (p. 138)
Bacterial Toothpaste (p. 139)
Lessons (p. 139)
Reflection Exercise (p. 140)
Chapter 10 Wrapping Up (p. 141)
Interpenetration of Opposites: Embracing the Paradox (p. 142)
Designing and Implementing a Growth Strategy (p. 144)
Concluding Message (p. 145)
Reflection Exercise (p. 146)
Appendix (p. 149)
Resources and Additional Readings (p. 157)
Index (p. 161)

Author notes provided by Syndetics

As the John E. Simon Professor of Finance and Senior Associate Dean of Programs at the Olin School of Business, Washington University, St. Louis, Anjan Thakor works in both academia and the business world. Prior to joining the Olin School, he was Edward J. Frey Professor of Banking and Finance at the Ross School of Business, University of Michigan, where he also served as chairman of the Finance area. He has worked with many companies, including Whirlpool Corporation, Allision Engine Co., Citigroup, RR Donnelley, Dana Corporation, Anheuser-Busch, Zenith Corporation, Lincoln National Corporation, and J.P. Morgan.