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Strategic Intent

In 1989, Gary Hamel and C.K. Prahalad created an upheaval with their article entitled “Strategic Intent”. It was published in the Harvard Business Review. Hamel and Prahalad argue that in order to achieve success, a company must reconcile its purpose (end) with its means through Strategic Intent. What is Strategic Intent? In their book, Hamel [...]

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Reference Documents by Business Topic

This compiled list of reference documents has been republished from the Flevy blog here.  Please bookmark the original article, as that is updated on a weekly basis. These documents below are mostly consulting methodologies developed for and by consulting firms. 5S 5S for the Office https://flevy.com/browse/business-document/5s-for-the-office-161 5S Visual Workplace http://flevy.com/browse/business-document/opex-5s-visual-workplace-training-module–602 5S: Five Disciplines for High [...]

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Value Disciplines

Four New Rules According to CSC Index consultants Michael Treacy and Fred Wiersema in “The Discipline of Market Leaders”, there are four new rules that competing companies must obey. Provide the best offer in the marketplace, by excelling in one specific dimension of value. Market leaders first develop a value proposition, one that is compelling [...]

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BHAG (Big Hairy Audacious Goal)

BHAG stands for Big, Hairy, Audacious Goal.  It was coined by business professors James Collins and Jerry Porras in their HBR article about enduring corporate visions.  A BHAG is a strategic business statement which is created to focus an organization on a single medium-long term organization-wide goal which is audacious, likely to be externally questionable, but not [...]

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Instrumental Approach of Stakeholder Theory

The view regarding Strategic Stakeholder Management, described by Berman, Wicks, Kotha, Jones using earlier work of Edward Freeman is an Instrumental Approach.  Stakeholder theory plays a very important part in the modern business ethics. It is a theory of organizational management and business ethics that emphasis on morals and values required in managing the organization. [...]

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Internal Stakeholder Commitment

Internal Stakeholder Commitment (also called Intrinsic Stakeholder Commitment) was first introduced by Berman, Wicks, Kotha, Jones and others, and is published in the 1999 10 issue of the “Academy of Management Journal” (Academy of Management Journal, 42 No. fifth), in the course of theoretical research, they used the method of normative (Edward Freeman The Normative [...]

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Stakeholder Theory

Stakeholder Theory is a management concept related to organizational management and business ethics that addresses morals and values in managing an organization. It was originally detailed by R. Edward Freeman in the book Strategic Management: A Stakeholder Approach, and identifies and models the groups which are stakeholders of a corporation, and both describes and recommends [...]

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GE-McKinsey Matrix

The GE-McKinsey Matrix is a business framework to perform a business portfolio analysis on the Strategic Business Units of a corporation. It is also commonly referred to as GE Matrix, McKinsey Matrix, GE Multi-factoral Analysis, Business Assessment Array, and GE Business Screen. It was developed jointly by McKinsey and General Electric in the early 1970s as [...]

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Stakeholder Value Perspective

Stakeholder Value Perspective is a management concept that regards maximization of the interests of its all stakeholders (customers, employees, shareholders, and the community) as its highest objective. Its objective is to maximize this value by following policies that (1) minimize cost and waste while improving the quality of its products, (2) enhance the skills and [...]

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Seven Surprises

The Seven Surprises is a business framework described by Michael Porter, Jay Lorsch, and Nitin Nohria.  It describes surprises or unexpected challenges for new CEOs.  This concept was introduced in an HBR article titled “Seven Surprises for New CEOs.” As a newly appointed CEO, one may think to finally have the power to set strategy. [...]

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