Paulreed at 01:29, 19 September 2012

2012-09-19T01:29:25Z

← Older revision		Revision as of 19:29, 18 September 2012
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	~~The question of Parenting Advantage HBR 2000 Campbell, Goold, Alexander~~
	The parenting style of ABB, GE, GE where they have little technical overlap can still generate competitive advantage. Fills in the caps of Core Competences see [[Resource Based View]] by ctrating value by unserstanding the businesses, By improving the business, Accurately assessing fit.		The parenting style of ABB, GE, GE where they have little technical overlap can still generate competitive advantage. Fills in the caps of Core Competences see [[Resource Based View]] by ctrating value by unserstanding the businesses, By improving the business, Accurately assessing fit.
	Example [[BTR]] focused managers on tight financial controls, does not believe in large centralized admin (one company had 6 working at HQ) [[ICI]] focussed on planning. If ~~relatednes~~ is important the bigger HQ admin is needed		Example BTR focused managers on tight financial controls, does not believe in large centralized admin (one company had 6 working at HQ) ICI focussed on planning. If ''relatedness'' is important the bigger HQ admin is needed

	Not only does the Parent need to add value but add more value than any potential parent		Not only does the Parent need to add value but add more value than any potential parent

	1. Stand alone influence - each SBU is seen as an independent profit center, monitored using peformance indictators - appointment of strong mangers		*1. Stand alone influence - each SBU is seen as an independent profit center, monitored using peformance indictators - appointment of strong mangers
	2. Linkages influence - value if created through synergies		*2. Linkages influence - value if created through synergies
	3. Central functions and services - administrative services offered		*3. Central functions and services - administrative services offered
	4. Corporate development - [[Portfolio Management]]		*4. Corporate development - [[Portfolio Management]]

	Destroying Value		==Destroying Value==
	HQ will inevitably destroy value - ~~Admin~~ costs but the costs should be outweighed by ~~adtional~~ value. If not then they should consider demerging		HQ will inevitably destroy value - Administration costs but the costs should be outweighed by additional value. If not, then they should consider demerging

	Synergies		==Synergies==
	Lateral synergies has been overplayed. at best they net out - can be achieved thru Benchmarking , JV's alliances - Therefore just focus on improving ~~tjhe~~ performance at the individual business		Lateral synergies has been overplayed. At best they net out - can be achieved thru Benchmarking , JV's alliances - Therefore just focus on improving the performance at the individual business

	Value Creation		==Value Creation==
	Focus should be on identifying a few major opportunities and developing a few key competences to add value		Focus should be on identifying a few major opportunities and developing a few key competences to add value
	Hedley says Central influence should be limited		Hedley says Central influence should be limited

	Paradoxes of ~~Parentling~~ Advantage		==Paradoxes of Parenting Advantage==
	Control v Empowerment		*Control v Empowerment
	Portfolio v Core competence		*Portfolio v Core competence
	~~Corp~~ Culture - SBU culture		*Corporate Culture - SBU culture

	Types of Parenting Style		==Types of Parenting Style==
	Financial - BTR - Tight finacial objectives but otherwise autonomous Portfolio		*Financial - BTR - Tight finacial objectives but otherwise autonomous Portfolio
	Strategic Control - Co-ordinates and reviews strategies - Linkages - GE		*Strategic Control - Co-ordinates and reviews strategies - Linkages - GE
	Strategic Planning - Competences shared between the group - Tight control - ICI		*Strategic Planning - Competences shared between the group - Tight control - ICI

			==References==
			The question of Parenting Advantage HBR 2000 Campbell, Goold, Alexander

			__NOTOC__

	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed: Created page with "The question of Parenting Advantage HBR 2000 Campbell, Goold, Alexander The parenting style of ABB, GE, GE where they have little technical overlap can still generate competitive..."

2010-12-22T23:21:38Z

Created page with "The question of Parenting Advantage HBR 2000 Campbell, Goold, Alexander The parenting style of ABB, GE, GE where they have little technical overlap can still generate competitive..."

New page

The question of Parenting Advantage HBR 2000 Campbell, Goold, Alexander
The parenting style of ABB, GE, GE where they have little technical overlap can still generate competitive advantage. Fills in the caps of Core Competences see [[Resource Based View]] by ctrating value by unserstanding the businesses, By improving the business, Accurately assessing fit.
Example [[BTR]] focused managers on tight financial controls, does not believe in large centralized admin (one company had 6 working at HQ) [[ICI]] focussed on planning. If relatednes is important the bigger HQ admin is needed

Not only does the Parent need to add value but add more value than any potential parent

1. Stand alone influence - each SBU is seen as an independent profit center, monitored using peformance indictators - appointment of strong mangers
2. Linkages influence - value if created through synergies
3. Central functions and services - administrative services offered
4. Corporate development - [[Portfolio Management]]

Destroying Value
HQ will inevitably destroy value - Admin costs but the costs should be outweighed by adtional value. If not then they should consider demerging

Synergies
Lateral synergies has been overplayed. at best they net out - can be achieved thru Benchmarking , JV's alliances - Therefore just focus on improving tjhe performance at the individual business

Value Creation
Focus should be on identifying a few major opportunities and developing a few key competences to add value
Hedley says Central influence should be limited

Paradoxes of Parentling Advantage
Control v Empowerment
Portfolio v Core competence
Corp Culture - SBU culture

Types of Parenting Style
Financial - BTR - Tight finacial objectives but otherwise autonomous Portfolio
Strategic Control - Co-ordinates and reviews strategies - Linkages - GE
Strategic Planning - Competences shared between the group - Tight control - ICI

[[Category:Strategy]]

Parenting Style - Revision history

Paulreed at 01:29, 19 September 2012

Paulreed: Created page with "The question of Parenting Advantage HBR 2000 Campbell, Goold, Alexander The parenting style of ABB, GE, GE where they have little technical overlap can still generate competitive..."