Company Analysis: Determining Strategic Capability

Rating:
Summary: HOW TO DISCOVER ORGANIZATIONAL STRENGTHS AND WEAKNESSES
Review: This book shows how to conduct an appraisal of an organization's strengths and weakness for purposes of strategic planning that goes beyond the "ask the managers" approach. It tackles the subject in an in-depth, thorough and holistic way, providing a basic framework, evaluative approaches and guidelines, and numerous questionnaires. The major subject areas covered are: finance; marketing; production; technology and innovation; human resource management, management effectiveness, culture and structure; and information systems. The authors also take a process orientation that cuts across departments or functions, avoiding the trap of thinking that optimizing performance in each part will lead to an optimal performance of the whole. The book also explores benchmarking, comments on reengineering, and examines the value chain approach. Another approach that is explored is core competencies and their related critical success factors and core capabilities, all cutting across the whole organization. Additionally, a chapter is devoted to conducting an industry analysis. The book concludes with insights about involving managers and drawing all findings together. This book is very rare, if not wholly unique work. Well written and organized, its potential value is enormous. Very highly recommended.

Rating:
Summary: HOW TO DISCOVER ORGANIZATIONAL STRENGTHS AND WEAKNESSES
Review: This book shows how to conduct an appraisal of an organization's strengths and weakness for purposes of strategic planning that goes beyond the "ask the managers" approach. It tackles the subject in an in-depth, thorough and holistic way, providing a basic framework, evaluative approaches and guidelines, and numerous questionnaires. The major subject areas covered are: finance; marketing; production; technology and innovation; human resource management, management effectiveness, culture and structure; and information systems. The authors also take a process orientation that cuts across departments or functions, avoiding the trap of thinking that optimizing performance in each part will lead to an optimal performance of the whole. The book also explores benchmarking, comments on reengineering, and examines the value chain approach. Another approach that is explored is core competencies and their related critical success factors and core capabilities, all cutting across the whole organization. Additionally, a chapter is devoted to conducting an industry analysis. The book concludes with insights about involving managers and drawing all findings together. This book is very rare, if not wholly unique work. Well written and organized, its potential value is enormous. Very highly recommended.