〈畅销书籍〉罗兰贝格咨询-战略风险.PDF

ZR01-2309.ppt 1 Four central problems cause companies to drift into a strategic crisis Typical causes of strategic crisis Technology and other cycles ? Technology leaps ? New product processes, new core competencies ? Shifts in demand Investments, MA and diversification ? Investment decisions without feasibility checks ? Poor post-merger integration Rapid growth ? Dependency on product life cycles and time to market (e.g. pharmaceuticals, biotech, Internet startups) ? Inflexible management and organizational structures ? Growth as a market entry/expansion strategy (computers, media) Value-chain configuration ? Missing out on industry trends ? Inflexible value creation processes Source: Roland Berger Strategy Consultants ZR01-2309.ppt 2 A whole range of other circumstances escalate the strategic crisis into an earnings crisis From strategic crisis to earnings crisis Inefficient organization Technology and other cycles Demotivated staff Insufficient corporate governance Inefficient management structures Poorly qualified management Lack of transparency Investments, MA and diversification Rapid growth Value-chain configuration Source: Roland Berger Strategy Consultants ZR01-2309.ppt 3 Mastering a crisis is one of the most difficult and demanding management tasks ? Problems are so different and situations so complex, there can be no universal remedies for corporate crisis ? Knowing the strategic and operative causes is key to success and the basis for effective counter-action ? Major decisions must be made under extreme time pressure ? A corporate crisis is always a crisis of trust. Therefore, management must show the utmost personal commitment, integrity, stringency and impeccable behavior ? Management must be self-critical and open-minded: in the final analysis, most corporate crises are caused by management mistakes Source: Roland Berger Strategy Consultants ZR01-2309.ppt 4 Dealing with a crisis requires fundamental realignment