Strategy Process Modes for Growth Initiatives
Type
applied research project
Start Date
November 14, 2006
End Date
November 14, 2009
Status
ongoing
Keywords
Strategic Initiatives
Corporate Entrepreneurship
Description
Companies are increasingly changing approaches in forming Corporate and Business Unit strategies. They are questioning the value of their established strategic planning process and experiment with other modes of strategy making - some companies have even abandoned their strategic planning process. Increasingly, companies seem to focus their attention on strategic initiatives as main vehicles to create and/or sustain competitive advantage.
In this research project, we intend to shed light on
the variety of different strategy making modes companies use and in particular,
the generation and management of (bundles of) strategic initiatives.
Our focus will be on a comparison of the management of growth- and cost-reduction-driven initiatives. This topic entails an under-researched set of phenomena, where most of the evidence remains anecdotal. Thus, we want to invite you and your corporation to participate in a consortium that will advance research on this important subject. Our approach will be to gather a group of 5-8 selected firms interested in the topic, articulate their approaches and draw conclusions about the state of the art. We hope to uncover the mechanisms of success and the causes of failure. This will provide a set of innovative and well-grounded insights that can be applied to the practical challenges faced by you and your corporation in developing strategic growth- and cost-driven initiatives and managing their bundle.
The research project "Strategy Making and Strategic Initiatives" is headed by Prof. Dr. Christoph Lechner and carried out in cooperation with Booz Allen Hamilton (Dr. Jens Schädler). The core project team consists of Markus Kreutzer and two project managers from BAH. To embed it firmly in the relevant knowledge community, a sounding board consisting by Prof. Dr. Müller-Stewens, Booz Allen Strategy Practitioners and Prof. Steven Floyd (University of Connecticut) has been formed.
In this research project, we intend to shed light on
the variety of different strategy making modes companies use and in particular,
the generation and management of (bundles of) strategic initiatives.
Our focus will be on a comparison of the management of growth- and cost-reduction-driven initiatives. This topic entails an under-researched set of phenomena, where most of the evidence remains anecdotal. Thus, we want to invite you and your corporation to participate in a consortium that will advance research on this important subject. Our approach will be to gather a group of 5-8 selected firms interested in the topic, articulate their approaches and draw conclusions about the state of the art. We hope to uncover the mechanisms of success and the causes of failure. This will provide a set of innovative and well-grounded insights that can be applied to the practical challenges faced by you and your corporation in developing strategic growth- and cost-driven initiatives and managing their bundle.
The research project "Strategy Making and Strategic Initiatives" is headed by Prof. Dr. Christoph Lechner and carried out in cooperation with Booz Allen Hamilton (Dr. Jens Schädler). The core project team consists of Markus Kreutzer and two project managers from BAH. To embed it firmly in the relevant knowledge community, a sounding board consisting by Prof. Dr. Müller-Stewens, Booz Allen Strategy Practitioners and Prof. Steven Floyd (University of Connecticut) has been formed.
Leader contributor(s)
Partner(s)
Jens Schädler, Michael Szepanczki, Alexander Koster
Partner & Principals, Booz Allen Hamilton, Strategy Consultants, Europe
Markus Kreutzer, University St. Gallen
Funder
Method(s)
case studies
interviews
quantitative data based on surveys
Range
Institute/School
Range (De)
Institut/School
Division(s)
Eprints ID
41331
2 results
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Item type:Publication, Making Growth happen: How to Manage Growth Initiatives Effectively(Booz & Company, 2008-04-03); Szczepanski, MichaelType:discussion paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Tesco versus Sainsbury's : Growth Stratgies and corporate competitiveness 1990-2007This case describes and compares the growth strategies, the concrete growth initiatives and the resulting corporate competitiveness of the two main British grocery businesses: Sainsbury's and Tesco. It starts in 1990, when Sainsbury's was the clear market leader way ahead of Tesco and ends in 2008, when Tesco reached a market share of about 30% in the UK, roughly the same as its rivals Sainsbury's and ASDA (a Wal-Mart subsidiary) combined. Today, Tesco is not any more a mere UK retailer but an international business providing telephony, financial services, legal services, books, music, and electrical goods. This case is designed to serve the following teaching objectives: (1) to discuss the appropriateness of different growth initiatives based on the comprehensive description of the competitive growth strategies and the resulting corporate competitiveness of two competitors; (2) to analyze possible reasons for more or less successful growth strategies; (3) to see how firms can combine different growth strategies and growth mechanisms in a successful portfolio or bundle of growth initiatives; and (4) to learn about the retail sector, specifically food retailing in the UK. This case is aimed at MBA students and is intended to be part of the strategic management curriculum. It includes a detailed teaching note.Type:case study