Fit for growth : a guide to strategic cost cutting, restructuring, and renewal
(eBook)
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Contributors
Published
Hoboken, New Jersey : John Wiley & Sons, Inc., [2017].
Format
eBook
ISBN
1119268540, 1119268559, 9781119268543, 9781119268550
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1 online resource
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Language
English
Notes
Bibliography
Includes bibliographical references and index.
Description
Drawing on 70-plus years of strategy consulting experience and in-depth research, the experts at PwC¿̐ưs Strategy & lay out a winning framework that helps CEOs and senior executives transform their organizations for sustainable, profitable growth. --,Edited summary from book.
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APA Citation, 7th Edition (style guide)
Couto, V., Plansky, J., & Calgar, D. (2017). Fit for growth: a guide to strategic cost cutting, restructuring, and renewal . John Wiley & Sons, Inc..
Chicago / Turabian - Author Date Citation, 17th Edition (style guide)Couto, Vinay, John, Plansky and Deniz, Calgar. 2017. Fit for Growth: A Guide to Strategic Cost Cutting, Restructuring, and Renewal. John Wiley & Sons, Inc.
Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)Couto, Vinay, John, Plansky and Deniz, Calgar. Fit for Growth: A Guide to Strategic Cost Cutting, Restructuring, and Renewal John Wiley & Sons, Inc, 2017.
MLA Citation, 9th Edition (style guide)Couto, Vinay,, John Plansky, and Deniz Calgar. Fit for Growth: A Guide to Strategic Cost Cutting, Restructuring, and Renewal John Wiley & Sons, Inc., 2017.
Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.
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Grouped Work ID
94f7b21f-6c49-6f75-0f03-fd3040191bf9-eng
Grouping Information
| Grouped Work ID | 94f7b21f-6c49-6f75-0f03-fd3040191bf9-eng |
|---|---|
| Full title | fit for growth a guide to strategic cost cutting restructuring and renewal |
| Author | couto vinay |
| Grouping Category | book |
| Last Update | 2024-09-06 16:31:08PM |
| Last Indexed | 2024-09-20 03:30:57AM |
Marc Record
| First Detected | Jul 29, 2024 04:02:44 PM |
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| Last File Modification Time | Sep 06, 2024 04:37:30 PM |
MARC Record
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| 100 | 1 | |a Couto, Vinay,|e author.|0 http://id.loc.gov/authorities/names/n2016070205 | |
| 245 | 1 | 0 | |a Fit for growth :|b a guide to strategic cost cutting, restructuring, and renewal /|c Vinay Couto, John Plansky, Deniz Calgar. |
| 264 | 1 | |a Hoboken, New Jersey :|b John Wiley & Sons, Inc.,|c [2017] | |
| 300 | |a 1 online resource | ||
| 336 | |a text|b txt|2 rdacontent | ||
| 337 | |a computer|b n|2 rdamedia | ||
| 338 | |a online resource|b nc|2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Fit for Growth: A Guide to Strategic Cost Cutting, Restructuring, and Renewal -- Contents -- Preface -- Part I: Introduction and Fit for Growth Overview -- Chapter 1: Do You Need to Cut to Grow? -- Circuit City: The Ostrich Approach -- IKEA: Elevating Cost Optimization to an Art Form -- The Fit for Growth Index -- Chapter 2: Becoming Fit for Growth: The Restructuring and Renewal Journey -- Focus on Differentiating Capabilities -- Align the Cost Structure -- Reorganize for Growth -- 1. The Operating Model -- 2. The Four Building Blocks of Organizational DNA -- 3. Talent -- 4. Management Processes -- Enable Change and Cultural Evolution -- Continuous Cost-Fitness Renewal -- Chapter 3: The Leader's Role: Aligning Costs with Strategy -- How Do You Know When It's Time? -- The Three Core Questions Leaders Ask -- Question 1: How Do I Energize My Organization for Transformation? -- Question 2: How Do I Achieve Cost Fitness While Enabling Growth? -- Question 3: How Do I Manage the Transformation and Make It Enduring? -- What Makes the Fit for Growth Approach Different -- Part II: How to Cut Costs and Grow Stronger: A Manager's Guide -- Chapter 4: Levers of Cost Reduction: What, Where, and How -- Setting the Objective -- Identifying Differentiating Capabilities -- Selecting the Cost-Reduction Levers -- What" Do We Do? Business Portfolio and Capability Choices -- Where" Do We Do It? Organization and Location -- How" and "How Well" Do We Do It? Operational Excellence -- Chapter 5: Portfolio Rationalization: Decide What Business You Should Be In -- What Is Portfolio Rationalization? -- When to Use Portfolio Rationalization -- How to Rationalize the Portfolio -- Step 1: Understand Portfolio Complexity -- Step 2: Manage the Trade-offs -- Step 3: Take Out Associated Costs -- Chapter 6: Zero-Basing: Justify What to Keep, Not What to Kill -- What Is Zero-Basing?. | |
| 505 | 8 | |a A Versatile, Holistic Cost Lever -- When Should You Zero-Base Your Capabilities? -- How to Zero-Base Your Capabilities -- Step 1: Define Functional Targets -- Step 2: Segment Activity and Costs by Capability Category -- Step 3: Assess the Value of Each Capability Category -- Step 4: Zero-Base Current State -- Step 5: Plan and Launch Initiatives -- Chapter 7: Aligning the Operating Model: Redefine Where Critical Work Gets Done -- Operating Model Elements and Archetypes -- When to Redesign Your Operating Model -- How to Redesign Your Operating Model -- Step 1: Understand Value Creation Levers -- Step 2: Frame Options to Accelerate Value Creation -- Step 3: Develop Organizational Architecture -- Step 4: Build an Implementation Road Map -- Chapter 8: Outsourcing: Let External Providers Generate Value for You -- What Is Outsourcing? -- When to Outsource -- The Outsourcing Process: How It Works -- Step 1: Develop Sourcing Strategy -- Step 2: Down-Select Suppliers -- Step 3: Execute Due Diligence and Contract Negotiations -- Step 4: Launch Transition -- Step 5: Design Communications and Retained Organization -- Chapter 9: Footprint Optimization: Rethink Your Operations and Overhead Locations -- What Is Footprint Optimization? -- When to Use Footprint Optimization -- Footprint Optimization: How It Works -- Step 1: Identify Business Requirements -- Step 2: Site Performance Check -- Step 3: Ideal Vision and Value-Add Strategy -- Step 4: Concept Development and Evaluation -- Step 5: Business Case and Road Map -- Chapter 10: Process Excellence: Simplify Work and Minimize Bureaucracy -- What Is Process Excellence? -- When to Use Process Excellence -- A Guide to Process Excellence -- Step 1: Define Core Processes -- Step 2: Frame Process Improvement Needs -- Step 3: Identify Process Performance Issues and Root Causes -- Step 4: Redesign Process and Pilot Solution. | |
| 505 | 8 | |a Step 5: Evaluate Pilot Results and Formalize the New Processes -- Aligning Process Excellence with Other Cost Levers -- Chapter 11: Spans and Layers: Flatten and Empower the Organization -- What Is a Spans and Layers Restructuring? -- When to Restructure Spans and Layers -- How to Restructure Spans and Layers: Five Steps to a Leaner Organization -- Step 1: Define the Art of the Possible -- Step 2: Baseline the Organizational Structure -- Step 3: Design the Target State for the Top of the Organization -- Step 4: Redesign the Rest of the Organization Holistically -- Step 5: Identify Candidates and Build Transition Plans -- Chapter 12: Strategic Supply Management: Extract More Value from Your Purchases -- What Is Strategic Supply Management? -- When Should a Company Use Strategic Supply Management? -- Making It Happen: A Guide to Strategic Supply Management -- Step 1: Gather Baseline Spend Data -- Step 2: Engage Stakeholders -- Step 3: Determine the Size of the Prize -- Step 4: Segment Spend and Savings -- Step 5: Optimize Savings Capture -- Chapter 13: Digitization: Make Technology a Game Changer -- What Is Digitization? -- When to Use Digitization -- How to Digitize -- Step 1: Analyze and Prioritize Requirements -- Step 2: Simplify Processes and Rules -- Step 3: Blueprint Technology Choices -- Step 4: Implement to Deliver Value from the Start -- Step 5: Manage Risks -- Part III: Coping with Cost Restructuring: How to Manage and Sustain the Change -- Chapter 14: Running a Cost Transformation: Mobilizing, Scaling, and Sustaining -- Phase 1: Diagnostic and Case for Change -- How It Is Governed -- The Transformation Team -- The Working Process -- Phase 2: Detailed Design -- How It Is Governed -- The Transformation Team -- The Working Process -- Phase 3: Execution -- How It Is Governed -- The Transformation Team -- The Working Process. | |
| 505 | 8 | |a Chapter 15: Morale, Emotions, and Expectations: Leading during a Restructuring -- Uncertainty and Anxiety -- Phase 1: Opportunity, but for Whom? -- What Employees Go Through -- What Managers Are Up Against -- What Managers Can Do -- Phase 2: Anxiety Surfaces -- What Employees Go Through -- What Managers Are Up against -- What Managers Can Do -- Phase 3: Turmoil, but also Glimmers of Something Better -- What Employees Go Through -- What Managers Are Up Against -- What Managers Can Do -- Chapter 16: The Human Element: Getting People Ready, Willing, and Able to Change -- Elements of a Culture-Led Change Management Program -- Align Leaders -- Communicate Changes -- Engage Stakeholders -- Train Employees -- Drive New Behaviors -- Phase 1: Diagnostic and Case for Change -- Develop the Case for Change -- Assess the Culture -- Align Leadership -- Phase 2: Detailed Design -- Prepare for the Change -- Stakeholder Engagement -- Employee Impact Assessment -- Communications and Engagement Plan -- Training Plan -- Culture Impacts and Critical Behaviors -- Phase 3: Execution -- Leadership Engagement -- Critical Few Behaviors -- Informal Leaders -- Delivering Communications -- Delivering Training -- Measuring Change Adoption -- Chapter 17: Staying Fit for Growth -- Strategic Levers: Translating Strategy into Performance -- Revise Resource Allocation to Funnel Investment to Strategic Priorities -- Adopt a Dynamic "Sense and Adjust" Planning Process -- Operational Levers: Executing Against the Plan -- Educate Employees on "Good" Costs versus "Bad" Costs -- Build a Continuous Improvement Capability -- Assign Cross-Functional Process Owners -- Organizational Levers: Assign Accountability and Reward Cost Consciousness -- Clarify Roles and Decision Rights to Reinforce Cost Accountability -- Motivate Performance, Not Politics -- Cultural Levers: Unleashing the Individual. | |
| 505 | 8 | |a Model Frugal Behavior at the Top -- Recognize Employees for Cost-Conscious Behavior -- Engage the Front Line through "Pride Builders -- Sense and Sustainability: Getting from Here to There -- Notes -- Acknowledgments -- About the Authors -- Index -- End User License Agreement. | |
| 520 | |a Drawing on 70-plus years of strategy consulting experience and in-depth research, the experts at PwC¿̐ưs Strategy & lay out a winning framework that helps CEOs and senior executives transform their organizations for sustainable, profitable growth. --|c Edited summary from book. | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher. | |
| 650 | 0 | |a Cost control.|0 http://id.loc.gov/authorities/subjects/sh85033196 | |
| 650 | 0 | |a Reengineering (Management)|0 http://id.loc.gov/authorities/subjects/sh95000916 | |
| 650 | 0 | |a Corporate turnarounds.|0 http://id.loc.gov/authorities/subjects/sh87000468 | |
| 650 | 2 | |a Cost Control | |
| 700 | 1 | |a Plansky, John,|e author.|0 http://id.loc.gov/authorities/names/n2016070202 | |
| 700 | 1 | |a Calgar, Deniz,|e author.|0 http://id.loc.gov/authorities/names/n2016070204 | |
| 758 | |i has work:|a Fit for growth (Text)|1 https://id.oclc.org/worldcat/entity/E39PCGFjkk4VQCxRhvVmDvPpvb|4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version:|a Couto, Vinay.|t Fit for growth.|d Hoboken, New Jersey : John Wiley & Sons, Inc., [2017]|z 9781119268536|w (DLC) 2016044308 |
| 856 | 4 | 0 | |u https://www.aclib.us/OReilly |