“The main driver for success is to understand your own strategy and the sustainable competitive advantage of your corporation. Nowadays many organizations face the problem of defining an improper strategy and therefore follow wrongly defined objectives. Recently, on the conference “Leaders in London” (January 2014), Prof. M. Porter mentioned…”
“The fundament of every strategy is the current situation of a company. This point of view allows corporations to derive strengths and weaknesses from the company and the opportunities and risks from the enterprise’s environment. Acting in terms of a strategic management…”
“A strategic alliance describes a relationship between two or more parties (organizations) that can occur on a wide range. This includes sourcing arrangements, from smaller strategic alliances up to 100% acquisitions of other organizations. Things such as franchising, licensing and joint ventures are special types under the…”
“Value creation became the ultimate measure for corporations by which they are judged. During the past years, debates have focused on the question of what is the most appropriate type of value for a corporation to create. There exist different opinions…”
“The idea of reengineering was first mentioned in an article in Harvard Business Review 1990 by Michael Hammer. The method was popularly referred to as Business Process Reengineering, also known under the acronym “BPR”. According to Michael Porter “The literature on re-engineering employs the term processes. Sometimes it is a synonym for activities. Sometimes it refers to activities…”
“Offshoring means the shifting of corporate functions and jobs (commonly those of back-office workers or accounting-type roles) to overseas territories. Outsourcing on the other hand is the contracting out of a business process to a third-party. When we talk about outsourcing, the question which is crucial is “who?”. This is caused by the fact that outsourcing involves…”
“Delayering means the reduction in numbers of levels of an organization’s hierarchy. Classically, it has referred to reducing the sometimes too differentiated levels of management that are typical for large corporations, down to the actual need of the organization. The objective of a delayering approach is to run organic grown (large) organizations with a maximum of efficiency, according to…”