This book offers deep insights into the functioning of humanitarian organizations (HOs) from a managerial perspective. Presenting an in-depth case study on the International Committee of the Red Cross (ICRC), it demonstrates how HOs can professionalize the management of their operations by adapting the institutional logic of private corporations and applying their tools and frameworks in the context of a non-profit-organization. The authors discuss the advantages of effective stakeholder and change management for HOs, as well as the tensions caused by conflicting institutional logics and ethical conflicts that arise as a result of a violation of the principles of an HO. The book appeals to anyone interested in managing non-governmental organizations more effectively.

Foreword In recent years regulation and deregulation issues grew into a major concern of corpo rate management. Asked about their biggest pain points, managers from different businesses, not only network-based industries like telecommunications, transportation, and energy, but also chemicals or food and beverages, mentioned uncertainty resulting from regulation. Despite this fact, strategic management has so far widely neglected the interactions and inter-dependencies between corporate and regulatory actors. With this dissertation, the author aims at closing this gap through a better integration of external, regulatory actors into the strategy formation process. More specifically, he asks how regulatory actors impact corporate strategy and structure and how corporate management can proactively manage this type of external involvement. Based on an extensive literature review, the author shows that extant models of the strategy formation process focus almost exclusively on actors internal to the firm; ex ternal actors are widely neglected. In general, they have been condensed under rather abstract conditions of the environment (such as uncertainty or complexity). If explic itly considered, only selected elements (e.g., innovativeness, diversification, or organ izational design) have been analyzed in primarily content-based, quantitative, cro- secfional studies. A broader understanding of the complex inter-dependencies and mu tual influences between corporate and external actors remains lacking."

Examine luxury branding on a global scale, with more than fifty cutting edge contributions from the foremost thought leaders in luxury management and marketing. The Management of Luxury, second edition, presents a unique snapshot of best practice insights into the increasing challenges faced in luxury business, with contributions shared by more than fifty global leaders on luxury management. The highly renowned editors draw these together into one essential handbook, ranging from luxury brand strategy, luxury consumer behaviour and market positioning, through to management succession, heritage, counterfeiting and competing effectively as a luxury SME. Fully updated in its second edition, The Management of Luxury explores the newly evolving direction of Asian market trends and how to integrate digitalization into sales and product strategies. Both are crucial for competitive advantage in the luxury market, featured alongside iconic case studies such as Burberry, Louis Vuitton and Leica. The book's value is not only in streamlining management processes and return on investment; but equally for those who marvel at an industry unlike any other, striving to trust both in the conventional and innovate new paths towards the extraordinary. Highly influential, applicable and enlightening, it is a vital addition to every luxury business manager's collection.

How can organizations complete a major business model transformation and how can leaders successfully guide their business through this radical shift? As markets are constantly transformed by new technologies and disruptor competitors, once successful business models designed to function in a different time now struggle as the mainstream changes. This book is the guide for organizations looking to turn downward trends into upward momentum and gain an edge on the competition. Now in its second edition, this book offers practical advice on how to understand the fit of an existing business model and reconstruct it with a forward-thinking approach. New illustrative case studies of global organizations which have boldly transformed offer examples for change, including SAP, Netflix and Daimler. Business transformation is presented as a leadership challenge and methods to realize and implement opportunities for innovation company-wide are discussed in detail. Radical Business Model Transformation is essential reading for business leaders, transformation experts and MBA students interested in ensuring that their business model is future-proof and can withstand the new proliferation of innovations set to transform the business landscape.

As organizations face an unprecedented rate of change, how should the role of the strategist adapt to address new challenges? Based on original research and consulting projects from the Institute of Management and Strategy, University of St. Gallen, The New Strategist is a practical guide which explains how to execute strategy, not just think about the theory. It examines day-to-day strategy work, explores the competences required by strategic leaders, and maps out the strategist's tools of the trade, including processes, initiatives and discourse. Using a rich and unique data set, this book looks at the roles of different strategists in an organization and emphasizes the importance of managers and strategy consultants as well as Chief Strategy Officers and other leaders. Crucially, The New Strategist focuses on the practice of strategy rather than the theory, answering key questions around how professional strategists should work and which methods and techniques they should draw upon. This timely and authoritative text will support and strengthen managers in fulfilling their strategic leadership responsibilities, allowing them to contribute to the professionalization of the field and ensure their role is suitable for the future of business.

As organizations face an unprecedented rate of change, how should the role of the strategist adapt to address new challenges? Based on original research and consulting projects from the Institute of Management and Strategy, University of St. Gallen, The New Strategist is a practical guide which explains how to execute strategy, not just think about the theory. It examines day-to-day strategy work, explores the competences required by strategic leaders, and maps out the strategist's tools of the trade, including processes, initiatives and discourse.

Using a rich and unique data set, this book looks at the roles of different strategists in an organization and emphasizes the importance of managers and strategy consultants as well as Chief Strategy Officers and other leaders. Crucially, The New Strategist focuses on the practice of strategy rather than the theory, answering key questions around how professional strategists should work and which methods and techniques they should draw upon. This timely and authoritative text will support and strengthen managers in fulfilling their strategic leadership responsibilities, allowing them to contribute to the professionalization of the field and ensure their role is suitable for the future of business.

This book explores opportunities and limitations with regard to transferring knowledge and tools from the corporate world to manage monasteries or other types of religious institutions. To do so, the contributing authors analyze both the ideological and practical implications of employing modern organizational theory in the context of religious institutions, and seek to strike a balance between preserving traditions and promoting modernization. In this regard, they draw on experience gained in the course of long-standing collaborations between religious institutions, such as monasteries, and business and management schools.

Foreword In recent years, the realization of cross-business synergies grew into a major concern of corporate management. Asked about their most pressing issues on the corporate agenda, managers from diff- ent multi-business firms in industries such as telecommunications, engineering, el- tronics, finance, energy, and automotive, mentioned the realization of cross-business synergies. Nevertheless, ever since Igor Ansoff introduced cross-business synergies into the field in the 1960s, research in strategy and organization has largely neglected their direct investigation. The questions of what cross-business synergies actually are and how they are realized remain largely unexplored. With this dissertation, the author aims at closing this gap in two steps. As the concept of synergy in the multi-business firm remains underspecified, he first develops a t- ory-based typology of cross-business synergies. In particular, the author conceptu- izes two new types of cross-business synergies, which contrast with the dominant ef- ciency-focused view of synergy in the multi-business firm (economies of scope): Growth synergies (profitable growth advantages from recombining complementary operative resources across businesses) and corporate management synergies (perfo- ance advantages from leveraging corporate management capabilities across bu- nesses). The concept of corporate management synergies is illustrated by a comp- hensive case study of General Electric.

Markets have been transformed by an ever-increasing amount of disruptive technologies and disruptor companies. Once successful business models designed to function in a different time now struggle as the mainstream changes. Radical Business Model Transformation provides the guide for leaders of organizations looking to turn downward trends into upward momentum and gain the competitive edge on the competition. Now in its second edition, this book offers practical advice on how to understand the fit of an existing business model and reconstruct it with a forward-thinking approach. New illustrative case studies with a global emphasis include organizations which have boldly transformed, including SAP, Netflix and Daimler, as examples for change. Business transformation is presented as a leadership challenge and methods to realize and implement opportunities for innovation company-wide are discussed in detail. Radical Business Model Transformation is essential reading for business leaders, transformation experts and MBA students interested in ensuring that their business model is future-proof and can withstand the new proliferation of innovations set to transform the business landscape.

Die Autoren analysieren das Phanomen des unternehmerischen Wandels aus verschiedenen Perspektiven. Anhand konkreter Falle zeigen sie, wie grundlegend Unternehmen umdenken mussen, um die Herausforderung der Umgestaltung erfolgreich zu bewaltigen.

Unternehmen wie Metro Holding, Franz Haniel & Cie., Nestle und Daimler-Benz berichten aus verschiedenen Perspektiven uber ihre Erfahrungen im Umgang mit Wandel.

Torsten Schmid setzt sich mit dem Management strategischer Initiativen in Grossunternehmen auseinander und analysiert die Erfolgspraktiken von Projektleitern in den Aufgabenfeldern Entwicklung einer Geschaftsidee, Organisation der Initiative und Prozessmanagement. Er entwirft ein realistisches und konstruktives Leitbild von Strategie als der "Kunst des Moglichen", demzufolge ein pragmatisches Vorgehen, das sich auf mogliche Interventionen beschrankt, eine wichtige Grundhaltung der strategischen Fuhrungskraft ist.