Designing World Class Corporate Strategies: Value-Creating Roles for Corporate Centres

By Andrew Kakabadse

Index

Figures and tables are in Italic

A

acquisitions 57, 112, 113, 123, 252

car industry 134 5

and divestments 23 4, 78, 100 1, 210

in the cigarette industry 161 3

controls configuration 44, 50, 97 8, 99, 114 see also mergers and acquisitions, activity

adhocracy 265 6

power dispersed round the organisation 266

advertising agencies

economies of scale in media buying 114

focused leadership roles 43 4

traditional structure round a creative team 111

agency costs, in controls configuration 27

Ansoff Matrix 254 5, 254

Argentina

BAT leading cigarette company 160

hyperinflation, debt crisis, then the Convertibility Plan 159 60

Philip Morris and Marlboro cigarettes, strategy 159 61

autonomous adaptation 261 2

B

back-officing, in low cost countries 131

BAT Industries

attacked with view to split up the group 110

corporate centre transitioning from controls to creative configuration 110 11

used strong cash flow to diversify 109

lost leadership to Philip Morris 109

rapid change in corporate strategy 110

value-destroying diversification strategy 162

blame

Boston Consulting Group, Directional Policy Matrix 252, 252

bounded innovation 276

bounded rationality 259 60

brand building expertise, leveraging of 157 63, 165

brand development 157

drive brands 92

know-how spread by corporate centre 14

brand imagery

Jaguar Cars 135

Virgin Group 173

brand management, centralisation of 26

brands, corporate, and economies of scale 25

buck passing 236, 237

business unit managers

centralisation, positive and negative impacts 125

and change 221, 222 3

corporate centre involvement direct or indirect 93 4

focusing on limited key value-adding processes 128

under controls configuration 104 5, 115 16

business units 9 10, 17, 47, 71, 88, 119,...

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Designing World Class Corporate Strategies: Value-Creating Roles for Corporate Centres

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Index

A

B

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