By Gerry Johnson
Over 750,000 scholars worldwide have used this best-selling e-book to appreciate and discover strategic administration via their educational careers.
Available in types (Text and textual content & Cases),Exploring company Strategyhas proven a name as a pre-eminent textbook in its box, dependent upon the services of authorship, diversity of instances, intensity of statement and wealth of helping resources.
The eighth version builds on those strengths, together with insurance of key subject components during this fast-moving self-discipline reminiscent of internationalisation, innovation and entrepreneurship. it really is written for college students of Strategic administration in any respect levels.
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Extra resources for Exploring Corporate Strategy (8th Edition)
Example text
Photo: Dennis Gilbert/View Pictures Ltd operational. 1 13:37 Page 2 INTRODUCING STRATEGY INTRODUCTION In November 2006 Yahoo! manager Brad Garlinghouse issued a memo that directly challenged the senior management of the Internet giant. ’s leadership of lacking strategic direction. Growth had slowed, Google had overtaken Yahoo! in terms of online advertising revenues, and the share price had fallen by nearly a third since the start of the year. According to Brad Garlinghouse, Yahoo! was spread too thin, like peanut butter.
We can be more efficient with fewer people and we can get more done, more quickly. We need to return more decision making to a new set of business units and their leadership. But we can’t achieve this with baby step changes. We need to fundamentally rethink how we organize to win. . I love Yahoo!. I’m proud to admit that I bleed purple and yellow. I’m proud to admit that I shaved a Y in the back of my head. My motivation for this memo is the adamant belief that, as before, we have a tremendous opportunity ahead.
1 What types of issues are strategic and what distinguishes them from operational issues in organisations? 1 The characteristics of strategic decisions The words ‘strategy’ and ‘strategic decisions’ are typically associated with issues like these: ● The long-term direction of an organisation. Brad Garlinghouse explicitly recognised that strategic change in Yahoo! would require a ‘marathon and not a sprint’. Strategy at Yahoo! involved long-term decisions about what sort of company it should be, and realising these decisions would take plenty of time.
