1. Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-1 Chapter 8

2. Strategic Management & Competitive Advantage – Barney & Hesterly 2 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-2 MissionObjectives External Analysis Internal Analysis Strategic Choice Strategy Implementation Competitive Advantage The Strategic Management Process Implementing Corporate Diversification

3. Strategic Management & Competitive Advantage – Barney & Hesterly 3 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-3 Implementation Issues How Information Flows Where and By Whom are Decisions Made How to Influence the Behavior of People how can the interests of employees be aligned with the interests of the firm?

4. Strategic Management & Competitive Advantage – Barney & Hesterly 4 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-4 The Need for Organizational Structure Information Processing Requirements as organizations become larger and more complex, information processing requirements exceed individual capacity bounded rationality organizational structure divides information processing into manageable blocks (span of control) satisficing

5. Strategic Management & Competitive Advantage – Barney & Hesterly 5 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-5 Strategic Planning Corporate Finance Corporate R&D Corporate Marketing M-Form Structure Production Finance EngineeringAccounting Human Resources Division Sales & Marketing Senior Executive Corporate Human Resources Board of Directors

6. Strategic Management & Competitive Advantage – Barney & Hesterly 6 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-6 The Agency Relationship A Trade Off M-Form Structure Divides Information Processing Requirements Into Manageable Blocks Divides Owners From Managers Interests of Owners and Managers May Diverge

7. Strategic Management & Competitive Advantage – Barney & Hesterly 7 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-7 Individual Shareholders Institutional Shareholders Principals Agents Senior Executives Corporate Staff Division General Managers Shared Activity Managers Monitors The Agency Relationship Board Of Directors Managing Agency Dual Role

8. Strategic Management & Competitive Advantage – Barney & Hesterly 8 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-8 The Office of the President Chairman of the Board (monitoring) Chief Executive Officer (strategy formulation) Chief Operating Officer (strategy implementation) Chairman CEO COO Chairman CEO COO Chairman CEO COO Chairman CEO COO One PersonTwo PeopleThree People

9. Strategic Management & Competitive Advantage – Barney & Hesterly 9 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-9 Information Filtering information about the divisions’ businesses is filtered as it rises to the senior executive the senior executive can ‘manage’ the information flow information flow should not exceed the bounded rationality of managers at any level in the organization information should flow should be matched with decision-making authority The Office of the President

10. Strategic Management & Competitive Advantage – Barney & Hesterly 10 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-10 Strategic Planning Corporate Finance Corporate R&D Corporate Marketing Division General Managers Production Finance EngineeringAccounting Human Resource s Division Sales & Marketing Senior Executive Corporate Human Resources

11. Strategic Management & Competitive Advantage – Barney & Hesterly 11 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-11 Shared Activity Managers ProductionFinance Engineering Division Human Resources Sales & Marketing ProductionFinance Engineering Shared Activities Cost Centers Profit Centers

12. Strategic Management & Competitive Advantage – Barney & Hesterly 12 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-12 Management Controls 3 Issues Evaluating Divisional Performance Allocating Capital Transferring Intermediate Products Measurement: accounting economic value added (EVA) Ambiguity: allocating costs & revenues Playing Games: managers want to look good zero-based budgeting Setting Prices: negotiation cost market-based dual pricing

13. Strategic Management & Competitive Advantage – Barney & Hesterly 13 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-13 Compensation Policies Compensation Committee In theory… represents interests of owners in setting compensation of top executive team sets compensation based on performance or market In practice… sometimes appear to be beholden to executives compensation decisions often bear little relationship to performance

14. Strategic Management & Competitive Advantage – Barney & Hesterly 14 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-14 Compensation Policies Aligning Incentives Salary Cash Bonus Stock Grants Stock Options Not Tied to Performance Tied to Performance Long Time Horizon Short Time Horizon Research shows…Theory predicts…

15. Strategic Management & Competitive Advantage – Barney & Hesterly 15 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-15 Refocusing Corporate level strategy may call for exiting a business a conglomeration discount may exist the corporation may lack necessary skills expected economies of scope may not exist the corporation may need funds for core activities Divest Assets Spin-off MBO IPO or,

16. Strategic Management & Competitive Advantage – Barney & Hesterly 16 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-16 International Implementation Global Strategy Multi-Domestic Strategy Centralized Hub: facilitates global integration exploits a global product exploits scale economies Decentralized Federation: highly autonomous units very responsive locally Coordinated Federation: less autonomous some shared activities between divisions

17. Strategic Management & Competitive Advantage – Barney & Hesterly 17 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-17 International Implementation Transnational Structure facilitates both local responsiveness and global integration country managers are responsible for exploiting economies of scope corporate HQ constantly scans the globe looking for best practices

18. Strategic Management & Competitive Advantage – Barney & Hesterly 18 Organizing to Implement Corporate Diversification Copyright © 2008 Pearson Prentice Hall. All rights reserved. 8-18 Summary Successful implementation is a matter of: appropriately breaking information processing into manageable blocks aligning the interests of owners and managers These can be accomplished through: Organizational Structure Management Controls Compensation Policies