New Ideas

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INDEX
A Aer Lingus, 76
AMD (Advanced Micro Devices
ABB (Asea Brown Boveri), Inc.), 264
43, 97 Amoco, merger with BP, 331
corporate structure and Anderson, Paul, 55, 189
strategy execution Armstrong, C. Michael,
example, 107-108 244, 355
ABC, acquisition by Disney, AT&T corporate strategy
40-41, 334 example, 69-71
AC (absorptive capacity), Asea Brown Boveri (ABB),
172-173 43, 97
accountability corporate structure and
and control process, strategy execution
203-204 example, 107-108
importance of, 190-191 AT&T, 1, 244, 355
as opportunity for corporate strategy example,
success, 25 69-71
role in integration, 175-180 culture changes example,
Ackermann, Josef, 263 275-277
acquisitions and mergers. See internal dependencies, 296
mergers and acquisitions attitude of management
action-oriented approach to toward strategy
strategy execution, execution, 7-8
33-35 Aventis, 226, 235
adaptation as opportunity for
success, 26
369
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370 MAKING STRATEGY WORK
B C
Balanced Scorecard, 87 capabilities to support strategy,
Bank of America (BOA), 237 development of, 89-98, 127,
merger with Fleet Boston, 354 130. See also corporate
behavior changes, changing culture, structure
272-274, 286. See also Capital Cities/ABC, aquisition by
performance Disney, 40-41, 334
benefit measurement, impact of cause-effect analysis
corporate structure, 110-115 complex change management,
Bethlehem Steel, 66 247-248
binary objectives, 191-192 and culture change, 270-272, 286
blueprint. See model of strategy in strategy review, 217-218
execution ”centers of excellence” (corporate
BOA (Bank of America), 237 center staff), 125-126
merger with Fleet Boston, 354 centralization versus decentraliza-
boards of directors, influence of, tion, 41, 115-126, 132-137
315-317 change management, 225, 228
Boeing, integration example, 143 complex change, 243-245
BP, merger with Amoco, 331 benefits of, 245
Bristol-Myers, 264 GE example, 252-254
British Air, 76 General Motors example,
brutal facts, learning from mistakes, 250-251
201-202 National Hurricane Center
Burke, James, 259 example, 250
business roles, problems with problems with, 246-251, 254
unclear business roles, 79-80 for cultural integration in mergers
business strategy, 44-48 and acquisitions, 342
impact on strategy execution, 71, execution-related problems,
74-77 231-235
integration with corporate strategy, mergers and acquisitions, 352,
78-85, 213-215 355-356
and mergers and acquisitions, as opportunity for success, 24, 58
342-346 sequential change, 235-237
short-term operating objectives, benefits of, 237-238, 243
49-50 Kraft and General Foods
and strategy review, 212-213 example, 238-240
business structure, 50, 53 problems with, 241-243
and mergers and acquisitions, size and content of change, 230
346-347 steps in, 228-230
success of mergers and
acquisitions, 329
INDEX 371
time available for change, 230 complex change, 243-245

velocity of change, 231 benefits of, 245
changing culture. See culture, GE example, 252-254
changing General Motors example, 250-251
Chase Manhattan, 348 National Hurricane Center
Chemical Bank, 348 example, 250
CIA, 273 problems with, 246-251, 254
Ciba-Geigy, 80, 263 consistency. See integration
Circuit City, controls example, constraints on business strategy,
197-198 46-47
Citibank, 97 content of change, 230
corporate structure and strategy context for execution decisions,
execution example, 107-108 56-58
information sharing example, controls, 53-56, 194-210. See also
160-161 incentives
Citigroup, 335 changing culture, 273, 276
clarity of responsibility, role in Circuit City example, 197-198
integration, 175-180 complex change management,
coalitions and power structure, 246-247
303-304 cooperation rewards, 202-203
codified knowledge versus tacit for cultural integration in mergers
knowledge, 169-170 and acquisitions, 341-342
Collins, Jim, 66, 201 leadership, importance of,
Comcast, 226 207, 210
common language, importance to learning from mistakes, 201-202
communication, 167-168 and mergers and acquisitions,
communication 347-348
during cultural integration in objectives, importance of, 199-200
mergers and acquisitions, 340 Oticon example, 195-197
during culture change, 282-286 and performance rewards, 200-201
effect on strategy execution, 12-13 process, 194-195
flat organizational structure quick-printing industry example,
problems, 122-123 198-199
improving with strategy review, responsibility and accountability,
83-85 203-204
information sharing and role of, 186
knowledge transfer in strategy review, 217
Citibank example, 160-161 timeliness and validity of
factors affecting, 168-175 information, 204-206
McKinsey example, 159-160 cooperation, rewards for, 202-203
methods for, 162-168 coordinated global strategy. See
role in integration, 159-175 global strategies
as opportunity for success, 24
coordination. See also interdependence and

communication; integration coordination methods,
complex change management, 147-158
246-247 Shell example, 143-144
and interdependence methods, and mergers and acquisitions,
147-158 332, 336
core competence, 75 and strategy formulation, 294-295
corporate center staff, role of, cost measurement, impact of
123-126 corporate structure, 110-115
corporate culture. See culture Costco, merger with Price, 356
corporate strategy, 37-38 costs of execution, success of
impact on strategy execution, mergers and acquisitions, 328
68-71 cultural integration and mergers and
integration with business strategy, acquisitions, 336-342
78-85, 213-215 culture, 259-260
and mergers and acquisitions, changing, 271-272
330-332 AT&T example, 275-277
and strategy review, 212 behavior changes, 272-274, 286
corporate structure, 38, 42. See also communication, importance
“demands” of strategy of, 286
changing culture, 274 in mergers and acquisitions,
critical issues, 108-110 356, 359
centralization versus as opportunity for success,
decentralization, 115-126 25, 58-60
cost and benefit measurements, resistance to change, 280-287
110-115 Sears example, 277-278
impact on strategy execution, speed of changes, 284-287
103-104, 127-137 Wal-Mart example, 278-280
Asea Brown Boveri (ABB) defined, 261
example, 107-108 effect
Citibank example, 107-108 on communication, 168
General Motors example, on performance, 263-270
104-106 importance for execution of
Johnson & Johnson example, strategy, 262
106-107 subcultures, 262-263
integration, 141-147
Boeing example, 143
clarity of responsibility and
D
accountability, 175-180 DaimlerChrysler, 11, 135, 226, 262,
Dell Computers example, 281-283, 313, 336, 341
144-146 merger and acquisition issues, 332
information sharing and databases, methods for information
knowledge transfer, sharing, 162
159-175
INDEX 373
DEC, 313 entry barriers, 74

usage of power, 299 environment and strategy
decentralization versus formulation, 292
centralization, 41, 115-126, evolutionary change, 232-234
132-137 execution of strategy
Dell Computers, 76, 227 as action-oriented approach, 33-35
integration example, 144-146 business strategy and mergers and
“demands” of strategy, 89-98, acquisitions, 342-346
127, 130. See also corporate business structure and mergers
structure and acquisitions, 346-347
demotivation, 187-188 change management, 225, 228
dependencies complex change, 243-254
internal dependencies and power, execution-related problems,
296-298 231-235
power bases and relationships, sequential change, 235-243
301-303 size and content of change, 230
and strategy formulation, 293-295 steps in, 228-230
Deutsche Bank, 263 time available for change, 230
differentiation strategy, 74 velocity of change, 231
corporate structure choices, common versus unique solutions,
128, 131 32-33
”demands” of strategy, 92-93 controls, impact of, 186, 194-210
disciplined approach. See model of Circuit City example, 197-198
strategy execution cooperation rewards, 202-203
Disney, 226, 264 leadership, importance of,
acquisition of ABC, 40-41, 334 207-210
Disney, Roy, 264 learning from mistakes, 201-202
”drivers” of structural choice, mergers and acquisitions,
130-137 347-348
due diligence, success of mergers objectives, importance of,
and acquisitions, 326, 331 199-200
Oticon example, 195-197
performance rewards, 200-201
E process, 194-195
effectiveness versus efficiency, quick-printing industry example,
corporate structure choices, 198-199
116-118, 132 responsibility and accountability,
efficiency versus effectiveness, 203-204
corporate structure choices, timeliness and validity of
116-118, 132 information, 204-206
Eisner, Michael, 227, 264 corporate strategy and mergers
enterprise strategy. See corporate and acquisitions, 330-332
strategy
corporate structure, impact of, change management, 24, 58

103-104, 127-137 communication, 24
Asea Brown Boveri (ABB) context for decisions, 56-58
example, 107-108 corporate strategy, 37-38
Citibank example, 107-108 corporate structure, 38, 42
GM example, 104-106 cultural change, 25, 58-60
Johnson & Johnson example, feedback and adaptation, 26
106-107 incentives and controls, 53-56
mergers and acquisitions, integration, 42-44
332, 336 leadership, 25, 61
cultural integration and mergers model of strategy execution,
and acquisitions, 336-342 23-62
culture, 259-260 power structure, 24, 60-61
changing culture, 271-280, 286 responsibility and
communication, importance accountability, 25
of, 286 short-term operating objectives,
defined, 261 49-50
effect on performance, 263-270 strategy, importance of, 23
importance of, 262 power, impact of, 301
resistance to change, 280-287 CEO leadership role, 314, 317
speed of changes, 284-287 changing power structure,
subcultures, 262-263 317-318
failure of mergers and acquisitions, coalitions and joint ventures,
reasons for, 327-329 303-304
formulation of strategy, impact of, downside of power, 312-314
66-68, 98-99 measurable results, 304-312
clear strategy, need for, 68-70, power bases and relationships,
74-77 301-303
“demands” of strategy, 89-98, resistance to power structure
127, 130 change, 318-319
integration of corporate and problems affecting
business strategies, 78-85 communication, 12-13
translation into short-term oper- management attitude toward, 7-8
ating objectives, 86-89 managers not trained in strategy
importance of, 3-5 execution, 5-6
incentives research data gathered about,
impact of, 186-194 14-22
mergers and acquisitions, as process, 11-12
347-348 strategy review, 210-211
interdependence with formuation cause-effect analysis phase,
of strategy, 8-10 217-218
opportunities for success, 22 control process phase, 217
business strategy, 44-48 execution plan phase, 215-216
business structure, 50, 53 feedback phase, 218-219
INDEX 375
follow-up phase, 219-220 Fleet Boston, 237

formulation of strategy phase, merger with Bank of America, 354
212, 215 focus strategies, corporate structure
and mergers and acquisitions, choices, 128, 131
348, 351-352 follow-up phase in strategy review,
structural integration, impact of, 219-220
141-142, 146-147 Ford Motor Company
Boeing example, 143 internal dependencies, 296
clarity of responsibility and usage of power, 298-299
accountability, 175-180 formulation of strategy
Dell Computers example, and corporate structure, 294-295
144-146 and dependencies, 293-295
information sharing and difficulty of execution of
knowledge transfer, strategy, 3-4
159-175 and environment, 292
interdependence and execution of strategy, impact on,
coordination methods, 66-68, 98-99
147-158 clear strategy, need for, 68-77
Shell example, 143-144 “demands” of strategy, 89-98,
timeframe for, 10-11 127, 130
executive education function integration of corporate and
(corporate center staff), business strategies, 78-85
124-125 translation into short-term
expectations, setting for cultural operating objectives, 86-89
integration in mergers and failure of mergers and acquisitions,
acquisitions, 339 reasons for, 326-327
expertise, lack of (flat organizational interdependence with execution of
structure problems), 121 strategy, 8-10
management attitude toward, 7-8
managers trained in, 5-6
F power, impact of, 291-301
face-to-face interaction, importance and resource allocations, 295
of, 154-155 strategy review, 212, 215
Fahrenheit 9/11, 334 timeframe for, 10-11
failure of mergers and acquisitions, Frey, Don, 298
reasons for, 325, 328-329 functional organization, costs and
feedback as opportunity for benefits, 111
success, 26. See also controls;
incentives
feedback phase in strategy review,
218-219
flat organizational structure versus
tall organizational structure,
118-123
G Iacocca, Lee, 298

IBM, 76
Gartner Group, Inc. See Wharton- ImClone, 264
Gartner survey imitation, 75
GE Immelt, Jeffrey, 55, 189
complex change management restructuring of GE Capital, 119
example, 252-254 implementation. See execution
”Work Out” (reciprocal of strategy
interdependence example), incentives, 53-56, 187-194. See also
156-157 controls
GE Capital, flat organizational changing culture, 273, 276
structure example, 119-121 for cultural integration in mergers
General Foods, sequential change and acquisitions, 341-342
example, 238-240 demotivation, 187-188
General Motors (GM), 312 importance to reciprocal
complex change management interdependence, 155
example, 250-251 and mergers and acquisitions,
corporate structure and strategy 347-348
execution example, 104-106 and performance criteria, 192-194
dependencies, 293 role of, 186
Gensler, Robert, 244 types of, 188-192
Gillette, 67 inertia, flat organizational structure
global strategies problems, 121
corporate structure choices, influence. See power
130-131 informal contact, methods for
”demands” of strategy, 96-98 information sharing, 165, 168
GM (General Motors), 312 information sharing. See also
complex change management communication
example, 250-251 Citibank example, 160-161
corporate structure and strategy factors affecting, 168-169
execution example, 104-106 absorptive capacity (AC),
dependencies, 293 172-173
Google, 227 codified knowledge versus tacit
growth of organization, corporate knowledge, 169-170
structure choices, 136-137 organizational structure, 173-175
guidelines. See model of strategy trustworthiness of information
execution sources, 170-172
McKinsey example, 159-160
H-I methods for
formal roles and jobs, 162-163
Hartman, Amir, 249 informal contact, 165, 168
Head, Howard, 133 IT systems/databases, 162
Hewlett-Packard, 227 matrix structures, 163-165
role in integration, 159-175
INDEX 377
integration, 42-44, 141-142, 146-147 knowledge transfer

Boeing example, 143 Citibank example, 160-161
clarity of responsibility and factors affecting, 168-169
accountability, 175-180 absorptive capacity (AC),
corporate and business strategies, 172-173
78-85 codified knowledge versus tacit
cultural integration and mergers knowledge, 169-170
and acquisitions, 336-342 organizational structure, 173-175
Dell Computers example, 144-146 trustworthiness of information
information sharing and knowledge sources, 170-172
transfer, 159-175 McKinsey example, 159-160
interdependence and coordination methods for
methods, 147-158 formal roles and jobs, 162-163
long-term and short-term informal contact, 165, 168
objectives, 87-88 IT systems/databases, 162
and mergers and acquisitions, matrix structures, 163-165
346-347 role in integration, 159-175
Shell example, 143-144 Kolind, Lars, 195
and strategy review, 213-215 Kraft
success of mergers and acquisition by Philip Morris, 330
acquisitions, 327 sequential change example,
Intel, 74, 264 238-240
interdependence and coordination
methods, 147-158 L
internal dependencies and power,
296-298 lateral communication, flat
investments organizational structure
and business strategy, 47-48 problems, 122-123
for differentiation strategies, 92-93 leadership
for low-cost strategies, 91-92 control process, importance to,
IT systems/databases, methods for 207, 210
information sharing, 162 during culture change, 283-284
mergers and acquisitions,
importance in, 359-360
J-K as opportunity for success, 25, 61
Johnson & Johnson, 262 role in power structure, 314, 317
corporate structure and strategy learning from mistakes. See
execution example, 106-107 mistakes, learning from
joint ventures and power structure, Leslie Fay, 235
303-304 logical guidelines. See model of
strategy execution
long-term strategy. See strategy
low-cost positions, 76 change management, 352-356

”demands” of strategy, 91-92 and corporate strategy, 330-332
low-cost strategies, corporate and corporate structure, 332, 336
structure choices, 127, 131 and cultural integration, 336-342
Lucent Technologies, 9-10 culture change, 356, 359
and incentives and controls,
347-348
M leadership, importance of, 359-360
M&A activities. See mergers and reasons for failure, 325-329
acquisitions statistics, 324-325
management-by-objectives (MBO) and strategy review, 348-352
programs, 87 Microsoft, 262
managers Miramax, 334
attitude toward strategy execution, mistakes, learning from, 201-202
7-8 complex change management,
training in strategy formulation 248-249
rather than strategy model of strategy execution as
execution, 5-6 opportunity for success, 23-62
managing change. See change action-oriented approach, 33-35
management business strategy, 44-48
managing culture. See culture business structure, 50, 53
market “relatedness,” corporate common versus unique execution
structure choices, 132-136 solutions, 32-33
market share, 73 context for decisions, 56-58
matrix structures, methods for corporate strategy, 37-38
information sharing, 163-165 corporate structure, 38, 42
Matsushita, 336 incentives and controls, 53-56
MBA programs, training in strategy integration, 42-44
formulation rather than short-term operating objectives,
strategy execution, 5-6 49-50
MBO (management-by-objectives) Moore, Michael, 334
programs, 87 Morris Air, acquisition by Southwest
McKinsey, information sharing Airlines, 356
example, 159-160 motivation. See incentives
McNealy, Scott, 95, 227 Motorola, 59, 266
measurable objectives, 88-89, usage of power, 299-300
189-190
measurable results and power
structure, 304—312
N
Mechanic, David, 290 National Hurricane Center, 246
mergers and acquisitions complex change management
and business strategy, 342-346 example, 250
and business structure, 346-347 Naylor, Mike, 313
INDEX 379
negative effects of culture power structure, 24, 60-61

change, changing into responsibility and
positive effects, 281 accountability, 25
new hires, changing culture, strategy, importance of, 23
273, 277 organizational culture. See culture
Novartis, 263 organizational strategy. See
Nucor, 48, 66 corporate strategy
organizational structure. See
corporate structure
O orientation for cultural integration in
objectives mergers and acquisitions, 338
and controls, 199-200 Oticon, controls example, 195-197
and incentives, 189-194
short-term objectives
and business strategy, 49-50
P
and incentives, 189 panel discussions about strategy
and mergers and acquisitions, execution research data, 16
342-346 performance, effect of culture,
translation of long-term strategy 263-270
into, 86-89 performance appraisal, 208-210
Olsen, Ken, 299, 313 performance criteria
operating objectives. See short-term complex change management,
objectives 249-250
opportunities for success (strategy and incentives, 192-194
execution), 22 performance metrics, 80-82
change management, 24, 58 performance rewards, importance of,
communication, 24 200-201
cultural change, 25, 58-60 Peugeot Citröen, 226
feedback and adaptation, 26 pharmaceutical industry,
leadership, 25, 61 dependencies, 293
model of strategy execution, 23-62 Philip Morris, 67
action-oriented approach, 33-35 acquisition of Seven-Up and Kraft,
business strategy, 44-48 134-135, 330
business structure, 50, 53 sequential change example, 238
common versus unique execution Pitney Bowes, 67
solutions, 32-33 planning. See formulation of strategy
context for decisions, 56-58 pooled interdependence, 147-148
corporate strategy, 37-38 coordination methods for, 151-153
corporate structure, 38, 42 portfolio analysis, 78-79
incentives and controls, 53-56 problems with
integration, 42-44 performance metrics, 80-82
short-term operating objectives, resource allocations, 81
49-50 unclear business roles, 79-80
Porth, Wilfried, 259
positive effects of culture changes, related diversification, 331

changing negative effects related markets and technologies,
into, 281 corporate structure choices,
power, 289-291, 297 132-136
and internal dependencies, relationships (power), defining,
296-298 301-303
and strategy execution, 301 research data about strategy
CEO leadership role, 314, 317 execution problems, 14-22
changing power structure, resistance
317-318 to culture change, 280-287
coalitions and joint ventures, to power structure change,
303-304 318-319
downside of power, 312-314 resource allocations, 81
measurable results, 304-312 and strategy formulation, 295
power bases and relationships, responsibility
301-303 clarity of, role in integration,
resistance to power structure 175-180
change, 318-319 for cultural integration in mergers
and strategy formulation, 291-301 and acquisitions, 338
usage of, 298-300 importance to control process,
power bases, defining, 301-303 203-204
power structure lack of (flat organizational
effect on communication, 168 structure problems), 122
as opportunity for success, 24, as opportunity for success, 25
60-61 responsibility plotting, 177-180
Powers, Jim, 313 rewards. See incentives; performance
Price, merger with Costco, 356 rewards
price wars, 76 roadmap. See model of strategy
process, execution of strategy as, execution
11-12 role negotiation, 177-180
process specialization, costs and Royal Dutch/Shell Group, integration
benefits, 111 example, 143-144
psychological incentives, 188 Ruiz, Hector, 264
purpose specialization, costs and Ryanair, 76
benefits, 113
S
Q-R Sandoz, 263
quick-printing industry, controls Sanofi, 235
example, 198-199 Sanofi-Synthelabo, 226
Sears, culture changes example,
reciprocal interdependence, 150-151
277-278
coordination methods for, 154-155
“Work Out” example, 156-157
INDEX 381
sequential change, 235-237 strategic management function

benefits of, 237-238, 243 (corporate center staff), 124
Kraft and General Foods example, strategic planning. See formulation of
238-240 strategy
problems with, 241-243 strategic problems and change
sequential decision process, management, 235
corporate structure choices, strategy
116-118 importance of, 35, 66-77
sequential interdependence, 148-150 as opportunity for success, 23
coordination methods for, 153-154 translation into short-term
Seven-Up, acquisition by Philip operating objectives, 86-89
Morris, 134-135, 330 strategy execution. See execution
shareholders, influence of, 315-317 of strategy
Shell, integration example, 143-144 strategy formulation. See formulation
short-term objectives of strategy
and business strategy, 49-50 strategy review, 83-85, 210-211
and incentives, 189 cause-effect analysis phase,
and mergers and acquisitions, 217-218
342-346 control process phase, 217
translation of long-term strategy execution plan phase, 215-216
into, 86-89 feedback phase, 218-219
simultaneous strategies, corporate follow-up phase, 219-220
structure choices, 129-130 formulation of strategy phase,
size 212, 215
of change, 230 and mergers and acquisitions,
of organization, corporate 348-352
structure choices, 136-137 structural integration. See
Smith, Roger, 312 integration
social influence. See power structure. See business structure;
Sony, 336 corporate structure
sources of information, subcultures, 262-263
trustworthiness of, 170-172 suboptimization, 232-234
Southwest Airlines, 11, 75, 227, success, opportunities for. See
262, 265 opportunities for success
acquisition of Morris Air, 356 (strategy execution)
speed Sun Microsystems, 94-95, 227
of culture changes, 284-287 surveys
of integration, mergers and Wharton Executive Education
acquisitions, 354-356 survey, 15
stability during cultural integration data analysis, 21-22
in mergers and acquisitions, results, 16-20
339-340 Wharton-Gartner survey, 14-15
statistics, mergers and acquisitions, data analysis, 21-22
324-325 results, 16-20
switching costs, 76
T W-Z
tacit knowledge versus codified Wal-Mart, 48, 73, 192, 227
knowledge, 169-170 culture changes example, 278-280
tall organizational structure versus Walton, Sam, 278
flat organizational structure, Welch, Jack, “Work Out” (reciprocal
118-123 interdependence example),
technological “relatedness,” 156-157
corporate structure choices, Wharton Executive Education
132-136 survey, 15
technological differentiation data analysis, 21-22
strategy, 74 results, 16-20
Tenet, George, 273 Wharton-Gartner survey, 14-15
throughputs, 110 data analysis, 21-22
time available for change, 230 results, 16-20
timeframe for execution of strategy, Wood Johnson, Robert, 188
10-11 “Work Out” (reciprocal
timely information, importance to interdependence example),
control process, 204-206 156-157
Tobias, Randy, 1, 9, 275-276
Zander, Edward, 59, 266, 300
trust, success of mergers and
acquisitions, 329
trustworthiness of information
sources, 170-172
U-V
utilitarian incentives, 188
valid information, importance to
control process, 204-206
velocity of change, 231
success of mergers and
acquisitions, 328
vertical integration, 148-149
INDEX 383
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370 MAKING STRATEGY WORK

time available for change, 230 complex change, 243-245

372 MAKING STRATEGY WORK

coordination. See also interdependence and

DEC, 313 entry barriers, 74

374 MAKING STRATEGY WORK

corporate structure, impact of, change management, 24, 58

follow-up phase, 219-220 Fleet Boston, 237

376 MAKING STRATEGY WORK

G Iacocca, Lee, 298

integration, 42-44, 141-142, 146-147 knowledge transfer

378 MAKING STRATEGY WORK

low-cost positions, 76 change management, 352-356

negative effects of culture power structure, 24, 60-61

380 MAKING STRATEGY WORK

positive effects of culture changes, related diversification, 331

sequential change, 235-237 strategic management function

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