Index
Frederick Betz
(Portland State University, USA)
ISBN: 978-1-78560-467-6, eISBN: 978-1-78560-466-9
Publication date: 19 November 2016
This content is currently only available as a PDF
Citation
Betz, F. (2016), "Index", Strategic Thinking, Emerald Group Publishing Limited, Leeds, pp. 337-355. https://doi.org/10.1108/978-1-78560-467-620151018
Publisher
:Emerald Group Publishing Limited
Copyright © 2016 Emerald Group Publishing Limited
INDEX
A Bug’s Life (Movie)
, 122, 123
Acquiring new technology
, 85–86
Acquisitions, growth by
, 198, 200–201
Action
, 1
Advanced Research Projects Network (ARPAnet)
, 41, 46, 48
AI. See Allegheny International (AI)
Allegheny International (AI)
, 273, 275
levels of authority in
, 278
strategic greed in Buckley’s
, 280
Ally
, 186
Amazon
, 157, 171–2
Amelio, Gilbert F.
, 115, 129
America Online (AOL)
, 157, 168–2
American Supreme Commander for Allied Powers (SCAP)
, 262, 263
Analysis
, 26
AOL. See America Online (AOL)
Apple 4.2
, 107
Apple Computer
, 94
iPod product
, 129
Macintosh computer
, 113
strategy process
, 118
computer-animation technology
, 123
after Jobs’ Departure
, 118, 119
Pixar
, 120, 121
subdivision surfaces
, 124
ARPAnet. See Advanced Research Projects Network (ARPAnet)
Asynchronous transfer mode (ATM)
, 71, 72
ATM. See Asynchronous transfer mode (ATM)
Atomic bombs
, 259
Austen, Jane
, 64
Bakufu
, 222
Bankruptcy
, 179, 181, 185
Bardeen, John
, 20
Barnard, Chester
, 8
Bell Labs
, 21
Benchmarking
, 89
Berman, Dennis
, 131
Besanko, David
, 89
Bessemer process
, 58
Best practices
, 89, 90
“Big picture”
, 98, 127
“Bill-and-hold sales” technique
, 289–290
Black Ocean Society
, 246
BM. See Business models (BM)
Bosack, Leonard
, 41, 53, 64, 65
Bottom-up perspectives
, 98, 99, 105, 106, 108
Brattain, Walter
, 20
Briggs, Katharine Cook
, 26
Bromely, Phillip
, 212
Brown, Donaldson
, 147–149, 153
Brown, Robert
, 212
Bruell, Steven
, 131
Buckley, Robert
, 273–276, 278–2, 283–2
Bunnell, David
, 44, 53, 62, 63
Bureaucracies
, 75
Bureaucratic rationality
, 75
Burrows, Peter
, 110, 114
Busan. See Pusan
Business models (BM)
, 118, 137, 141–2, 159
automobile manufacturing production system flow
, 143–144
competitive policy
, 155
“concept of the enterprise”
, 142
diversification policy
, 154
financial policy
, 154
GM and Ford Strategic Rivalry
, 144–148
information policy
, 148–150
innovation policy
, 151–152
marketing policy
, 152
Michael Porter’s value-added model
, 142–143
organization policy
, 153–154
product policy
, 150–151
production policy
, 152–153
See also Strategic policy matrix
Business plans for new ventures
, 324
business policies
, 325
categories
, 324
executive summary
, 326
financial strategy
, 329–330
information strategy
, 329
innovation strategy
, 326–327
marketing strategy
, 328
organization strategy
, 328–329
product strategy
, 327
production strategy
, 327–328
SWOT analysis
, 330–331
“Business portfolio”
, 177
Business-level strategy interactions
, 189–190
Business(es)
constant in sales and profits
, 204
with cyclic sales in economic cycles
, 204
with declining sales
, 205
growing in both sales and profits
, 203, 204
in large mature industries
, 206–207
new businesses in new industries
, 208–209
new businesses in new large industries
, 209–210
principle theory
, 96
in small mature industries
, 207–208
Buskirk, Eliot Van
, 130
C&C Committee. See Computers & Communications Committee (C&C Committee)
Capital
, 79, 160
liquidity
, 83
market
, 178
Casesa, John
, 183
Casesa Shapiro Group
, 183
Cellular Network and Telecommunication Operator (CNTO)
, 159
Central processing unit (CPU)
, 95
CEOs. See Chief executive officers (CEOs)
Chambers, John
, 65, 69, 74
Chandler, A.
, 8
Chevrolet
, 145
Chief executive officers (CEOs)
, 3
Christensen, Clayton
, 10
Cisco systems
, 40, 53–2, 61, 68
ATM
, 71, 72
big picture in business strategy
, 49–53
cloud computing
, 73
Crescendo Communications
, 72
GE
, 69
Grid Systems
, 62
Internet
, 44–49
Internet of Things
, 74
IPO
, 63
router concept
, 44
Strategic Decision and Stakeholders in
, 78
SUN
, 42
“to-do lesson”
, 70
two-thirds shares
, 64
U.S. Department of Defense
, 41
in USA
, 40
venture capital
, 61
word-processing work stations
, 71
Clark, Kim
, 32, 33, 35
Cloud computing
, 73
CNTO. See Cellular Network and Telecommunication Operator (CNTO)
Code of Regulations
, 266
Cognitive functions
, 25
Cognitive School
, 91, 112
Coleman Company
, 293
Colvin, Geoffrey
, 118
Commitment
, 30–32
Competitiveness
changing features
, 32–33
competition strategy
, 329
competitive discontinuities
, 12
competitive policy
, 155
kinds of socio-technical systems
, 33–34
precepts for corporate strategy
, 33
strategic precepts
, 35–37
and strategic vision
, 32
Computer-animation technology
, 123
Computers & Communications Committee (C&C Committee)
, 174
“Concept of the enterprise”
, 137, 142
Conduct of firms
, 10, 11
Configuration School
, 92–93
Conglomerate company
, 157, 177
Conscious operations of mind
, 25
Contingency theory
, 92, 107
Corporate diversification, reasons for
, 198
growth
by acquisitions
, 198, 200–2
by innovation
, 198, 199–2
improving coverage of markets
, 198, 202
surviving economic cycles
, 198, 202
See also Stock market
, v
aluation of businesses; Strategic management
Corporate planning scenario
, 188–189
Coverage improvement of markets
, 198, 202
Cox, Rob
, 179–180
CPU. See Central processing unit (CPU)
Crescendo Communications
, 72
Cringley, Robert
, 64
Cultural interactions
, 240–241
Cultural School
, 92
Cultural system
, 244
Currie, Antony
, 179–180
Customer marketplace
, 178
Dai-Ichi Kokuritsu Ginko Bank
, 236
DEC10 Systems
, 42
Decision strategy
, 77–78
Decision theory
, 1, 2
See also Strategy theory
Deductive approach to strategy
, 99
Design School
, 91
Dimensions of vision
, 30–32
Discontinuities
competitive
, 12
environmental change, and organizational decline
, 10
executive team’s ability to envision
, 11
leadership in large organizations
, 9
and strategic vision
, 8
Discounted cash-flow approach
, 190
Discounted Present Value strategy (DPV strategy)
, 191
Disruptive change
, 10
Distribution
expansion
, 83–84
systems
, 81
Diversification policy
, 154
Diversification strategy
, 177, 328
corporate diversification, reasons for
, 198–202
decline of GM
, 178–186
opportunity costs of staying in business
, 190–192
stock market valuation of businesses
, 202–210
strategic business model
, 186–188
business-level strategy interactions
, 189–190
diversified firm-level strategy interactions
, 188–189
strategic management in diversified firm
, 192–198
Diversified firm-level strategy interactions
, 188–189
Dix, John
, 42
Doped atoms impurities
, 22
dot. com financial bubble
, 54, 55
functional capabilities
, 57
innovation process
, 58
new economy
, 56
technological innovation and financial developments
, 55
DPV strategy. See Discounted Present Value strategy (DPV strategy)
Dranove, David
, 89
Dream Team
, 296
Drucker, Peter
, 74
Due diligence
, 293–294
DuPont, Pierre
, 145–146, 153
diversification strategy
, 150
GM products
, 151
Durant, William
, 145–147
Durant-Dort Carriage Company
, 146
E-retail businesses
, 82
E/P ratio
, 203
Earle, Nick
, 73
Echigo, Lord
, 221
Economic/economy
cycle survival
, 198, 202
interactions
, 240
system
, 244–245
time lines of
, 50
Efficiency
, 2
Electro-Dynamics Corp
, 201
Emperor Shōwa
, 7
Enterprise system
, 137, 143
value-added business models of
, 160
Entrepreneur
, 65
Entrepreneurial management
, 65
business literature themes
, 65–66
individual entrepreneurial system
, 67
managerial styles
, 66
radical innovation
, 68
See also Professional management
Entrepreneurial School
, 91
Entrepreneurship
, 65
Environmental School
, 92, 112
Eric Schmidt of Novell
, 4
Esaki, Leo
, 22–23
Eshenbach, T. G.
, 33, 34
Ethyl Corporation
, 199
Executive summary
, 326
Exploratory action
, 18
External forces on business valuation
, 196–198
Fanning, John
, 131
Fanning, Shawn
, 131
Fast-cycle companies
, 167
Federal Network Council
, 48–49
Feeling
, 25
Financial model
, 148–149
Financial policy
, 154
Financial projections
, 188
Financial strategy
, 329–330
First World War
, 255
Fisher Body Corporation
, 154
Five year plan
, 68
Ford, Henry
, 141, 145
Ford Strategic Rivalry with GM
, 144–148
Ford’s innovation of Model T
, 137–141
France, Mike
, 131
Fujimoto, T.
, 32, 33, 35
GE. See General Electric (GE)
Geistauts, G. A.
, 33, 34
General Electric (GE)
, 69, 273
General Motors (GM)
, 144–148
decline of
, 178–186
General Motors Acceptance Corporation (GMAC)
, 152, 157
Gilmartin, Raymond
, 116
Globalization of technological innovation
, 52
Globally-competitive industrial industries
, 52
GM. See General Motors (GM)
GMAC. See General Motors Acceptance Corporation (GMAC)
Google
, 157
Grid Systems
, 62
GTE
, 173–175
Gumpert, David
, 66
Gypsy
, 123
Hardy, Quentin
, 73
Healey, James
, 185
Henry Ford’s Enterprise
, 141
Herzfeld, Charlie
, 47
High-frequency germanium transistor
, 22
Homebrew Computer Club
, 95
“Horseless-carriage”
, 146
House of Mitsui
, 216, 245
atomic bombs
, 259
Battleship Technology
, 251
Black Ocean Society
, 246
changing environments
, 217
China’s rulers
, 246
commercial leaders of Japan
, 261–262
conflict in Pacific
, 258
defeat of Russian Fleet
, 1905, 248
economic reconstruction of Japan
, 264
emperor and government
, 258–259
European nations
, 256
fascism
, 254
First World War
, 250
Ieyasu, Tokugawa
, 219
Japanese government
, 253
Laissez-Faire Theory
, 254–255
landing of Commodore Perry
, 224
long-standing business relationships
, 228
Meiji Restoration
, 226
Mitsui businesses
, 223
“Mitsui-gumi”
, 222
Mitsui’s Bussan
, 247
Nihonbashi in Edo
, 220
political interests
, 255–256
Saigo Takamori
, 227
Samurai of Satsuma Clan
, 226
SCAP
, 262, 263
scenario relevancy matrix
, 264–267
shogun rules
, 221
Tokugawa rule
, 218–219
Treaty of Kanagawa
, 225
U.S. depression
, 252
U.S. steamship
, 225
United States forces
, 257
zaibatsu
, 249–250
See also Meiji Restoration
Hutchinson, Martin
, 179
Hyatt Roller Bearing Company
, 146
Ibuka, Masaru
, 4, 12–2, 20, 22, 31
IC chip. See Integrated circuit semiconductor chip (IC chip)
ICTs. See Information and Communication Technologies (ICTs)
Ieyasu, Tokugawa
, 219
IMP. See Interface Messaging Processor (IMP)
Incentives
, 195–196
Individual entrepreneurial system
, 67
Inductive approach to strategy
, 99
Industry-context analysis
, 205–206
Information and Communication Technologies (ICTs)
, 159
Information policy
, 148–150
Information strategy
, 329
Initial public offerings (IPOs)
, 56
Initial sales
, 81–83
Innovation
growth by
, 198, 199–2
policy
, 151–152
process
, 58
strategy
, 326–327
Insolvency
, 179–180
Instability
, 9
Integrated circuit semiconductor chip (IC chip)
, 58
Intercloud
, 73
Interest, inherent conflicts of
, 196
Interface Messaging Processor (IMP)
, 47
Internationalization of science
, 51
Internet
, 44
ARPAnet
, 46
Federal Network Council
, 48–49
IMP
, 47
implementation
, 45
Internet of Things
, 74
NCP
, 48
stock bubble
, 56
Internet Protocol (IP)
, 49
Intuition
, 25
IP. See Internet Protocol (IP)
iPhone
, 128, 133
IPOs. See Initial public offerings (IPOs)
iTunes music service
, 129
Jobs, Steve
first exercise
, 94
Apple Computer
, 94
“open architecture” policy
, 96
strategic business vision
, 95–96
WESCON
, 95
strategic strength
, 110–111
third exercise
, 128
Apple’s iPod product and iTunes music service
, 129, 134
iPhone
, 133
MP3 player
, 130
Napster
, 131
RIAA
, 132
visionary ability
, 108, 110
Joon, Park Tae
, 305, 306
Jung, Carl
, 25
Kahn, Robert
, 48
Kaoru, Inoue
, 236
Kazarian, Paul
, 280
Kerkorian, Kirk
, 182
Kettering, Charles F.
, 151
Killer application
, 110
Kimberly-Clark
, 285
Kleinrock, Leonard
, 46
Knszo Nagai, Dr.
, 17
Koici Nishimura of Solectron
, 3
Kotter, John P.
, 8, 9
Kozel, Ed
, 69
Kramer, Briton
, 130
Krantz, Michael
, 129
Kuhn, Arthur
, 193
La Salle
, 151
Laissez-Faire Theory
, 254–255
Lampel, Joseph
, 90, 94
Leadership
, 4, 77–2
Learning organization model
, 167
Learning School
, 92
Lerner, Sandy
, 40, 53, 64
Licklider, Dr. J. C. R.
, 46
Lockheed Martin
, 202
Lohr, Steve
, 129
Long-term and short-term differences of control
, 195
Lougheed, Kirk
, 54
Lowenstein, Roger
, 181
Lucas, George
, 120
Magic rule
, 191
Management
principles
, 89
strategic precepts
, 35
Management hierarchy levels
, 102
Market factors
, 155
“Market-share-survival” rule of thumb
, 192
Marketing
policy
, 152
strategy
, 328
Markkula, A. C. Mike
, 96
Martin-Marietta Company
, 202
Massachusetts Institute of Technology (MIT)
, 46
Maynard, Micheline
, 181–182
Mazda
, 163–165
Me-too products/services
, 85
Meeting competitive challenges
, 84–85
Meiji Oligarchy
, 235
Meiji Restoration
, 226, 244
Meiji government
, 234, 236–2
Meiji Oligarchy
, 235
Mitsui and government partnership
, 238
Mitsuigumi Kokusan-kata Company
, 237
societal systems analysis
, 233
strategic decisions and societal change
, 260–261
systems analysis of Meiji Japan transformation
, 239
cultural system
, 244
economic system
, 244–245
Japanese Societal Systems
, 243
political interactions
, 241
political system
, 244
societal interactions
, 240
technological system
, 243–244
topological graph of societal systems
, 242
See also House of Mitsui
Meiji revolution
, 226
Mertonian irrationality
, 77
Microsoft MS-DOS operating system
, 113
Mintzberg, Henry
, 25, 90, 94
MIT. See Massachusetts Institute of Technology (MIT)
“Mitsui Gomei Kaisha”
, 249–250
“Mitsui-gumi”
, 222
Mitsuigumi Kokusan-kata Company
, 237
Model T in Ford
, 137–141
Morgan Stanley team
, 293–294
Morgridge, John P.
, 62, 63, 65, 69, 70
Morita, Akio
, 4–8, 12–2, 20, 22, 31
MP3 player
, 130
MPMan
, 130
Multi-business strategy
, 177
Multiple-space analysis
, 206
Musashi, Miyamoto
, 27–30
Myers, Isabel Briggs
, 26
Myers-Briggs Type Indicator
, 26
Napster
, 131
National Aeronautics and Space Administration (NASA)
, 47
National Bank Act
, 236
National Products Company. See Mitsuigumi Kokusan-kata Company
National Science Foundation (NSF)
, 48
National Security Agency (NSA)
, 73
NCP. See Network Control Protocol (NCP)
NEC
, 173–175
Network Control Protocol (NCP)
, 48
Network Working Group
, 48
Networking computers
, 46
New economy
, 56
Nishimura, Koichi
, 116
Nobunaga, Oda
, 218
Nocera, Joseph
, 62, 63, 71, 72
Northern Electric Co
, 272
NSA. See National Security Agency (NSA)
NSF. See National Science Foundation (NSF)
Open architecture policy
, 96
Open-system model
, 142
Operational reality
, 98
Opportunity costs of staying in business
, 190–192
Organization
policy
, 153–154
strategy
, 328–329
Organizational and management development
, 84
Oster Company
, 273
P/E ratio. See Price-to-earnings ratio (P/E ratio)
Packet switching
, 46
Palm Pilot
, 114
Palo Alto Research Center (PARC)
, 41
Parallel-processing computers
, 120
PARC. See Palo Alto Research Center (PARC)
Peddle, Chuck
, 95
“Peer review” procedures
, 76
Percent-of-profit-on-sales (P)
, 149
Perception
, 30–32
Perelman, Ronald
, 297–298
Phoenix Tower
, 274
Pixar
, 120, 121, 126, 128
Pixar University
, 124
Plan
, 18, 309
Planning scenario
, 106, 116–2
Planning School
, 91, 112
Pohang Iron and Steel Company (Posco)
, 301
Chairman Park
, 315
component ideas
, 316
Gwangyang Iron Works
, 318
international steel community
, 310
North Korean army
, 302
Park Chung Hee
, 303
Park’s construction of plants
, 317–318
planning
, 308–310, 312
budget
, 313–314
competition
, 313
goals
, 313
mission and stakeholders
, 312
objectives and metrics
, 313
organization and resources
, 313
scenarios and Knowledge
, 312
strategy
, 312–313
POSTECH Hogil Kim
, 319
President Park
, 305, 307, 311–2
steel
, 304
steel equipment
, 316–317
steel processing plant
, 315
strategic leadership style
, 320
U.S. Army Invasion of Incheon
, 302
Political interactions
, 241
Political system
, 244
Portable music players
, 130
Posco. See Pohang Iron and Steel Company (Posco)
Positioning School
, 91
Power School
, 92
Precept
, 35–36
Preparation
, 30–32
Price, Michael
, 280, 284–2, 295
Price-to-earnings ratio (P/E ratio)
, 198, 203
Product policy
, 150–151
Product strategy
, 327
Product/service development
, 80
Production
expansion
, 83–84
policy
, 152–153
production-learning-curve
, 322
production/delivery capabilities
, 81
productive transformations
, 137
strategy
, 327–328
Professional management
, 65, 74
bureaucracies
, 75
“peer review” procedures
, 76
Weberian rationality
, 77
See also Entrepreneurial management
Profits
, 160
businesses constant in
, 204
businesses growing in
, 203, 204
Project planning tools
, 19
Pusan
, 302
Quantum tunneling
, 23
Quinn, J. B.
, 8, 67
Radio
, 23
Rate-of-return-on-invested-capital (R)
, 149
Rate-of-turnover-of-invested-capital (T)
, 149
Rational strategy process
, 104
Raymond Gimartin of Merck
, 3
Rebello, Kathy
, 110, 114
Recording Industry Association of America (RIAA)
, 130, 132
Relationships of trust
, 194
Repetitive action
, 18
Research and development (R&D)
, 85
Resources
, 160
“Response time” capabilities
, 166
Rewards
, 195–196
Robert’s ARPAnet project
, 47
Roberts, Lawrence
, 46
Romanelli, Elaine
, 10
Router concept
, 44
Router project
, 42
Rubinstein, Jon
, 132
Sager, Ira
, 110, 114
Sake shop
, 221
Sales
, 160
businesses constant in
, 204
businesses growing in
, 203, 204
businesses with declining
, 205
growth
, 81–83
Samurai’s strategic vision
, 27–30
Sanger, David E.
, 181
Satz, Greg
, 54
SCAP. See American Supreme Commander for Allied Powers (SCAP)
Scenario relevancy matrix
, 264
Code of Regulations
, 266
evolution of House of Mitsui
, 267
strategic scenario model
, 265
strategic technique
, 265
Schifrin, Matthew
, 294
Science
, 50
time lines of
, 50
Scott, Mike
, 109, 111
Second industrial revolution
, 46
Sensation
, 25
Shanley, Mark
, 89
Shaw, Gordon
, 212
Shockley, William
, 20
Single business company
, 177–178
6502 IC chip
, 95
Sloan, Alfred P.
, 146, 147, 153, 185
competitive policy
, 155
diversification policy
, 154
financial policy
, 154
information policy
, 149–150
innovation policy
, 151–152
marketing policy
, 152
organization policy
, 153–154
product policy
, 150–151
production policy
, 152–153
Sony Corporation
, 4–8, 12–2
Walkman players
, 130
Special Yarns Corp
, 201
Spindler, Michael
, 114
Stanford University
, 41
Office of Technology Licensing
, 53
Stanford Research Institute
, 47
Stanford University Network (SUN)
, 42
Start-up capital acquisition
, 79–80
Steel processing plant
, 315
Steele, Lowell
, 34, 93, 94, 97
Steinhardt, Michael
, 280–281, 284, 286
Stempel, Robert
, 183
Stevenson, Howard
, 66
Stock market valuation of businesses
, 202
businesses
constant in sales and profits
, 204
with cyclic sales in economic cycles
, 204
with declining sales
, 205
growing in both sales and profits
, 203, 204
in large mature industries
, 206–207
new businesses in new industries
, 208–209
new businesses in new large industries
, 209–210
in small mature industries
, 207–208
industry-context analysis
, 205–206
multiple-space analysis
, 206
P/E ratio
, 203, 204, 205
See also Corporate diversification, reasons for; Strategic management
Strategic business model
, 106, 117–2, 137
business models
, 141–155
for diversification firm
, 186–188
business-level strategy interactions
, 189–190
diversified firm-level strategy interactions
, 188–189
Ford’s innovation of Model T
, 137–141
strategic business vision
, 95–96
strategic policy matrix
, 155–157, 158
types
, 157–175
Strategic dishonor
, 271
Oster Company
, 273
Sunbeam’s perils
, 272–298
Strategic enterprise model
, 162, 189
Ford vs. Mazda
, 163–165
strategic issues of operations
, 163
“tolerance stack-up”
, 163–164
Strategic leadership
, 320
integrity
, 323
investment
, 321
market
, 322
plan
, 322–323
strategic management
, 324
strategic planning and
, 320
Strategic management
, 61, 94
Cisco systems
, 61, 68
ATM
, 71, 72
cloud computing
, 73
Crescendo Communications
, 72
GE
, 69
Grid Systems
, 62
Internet of Things
, 74
IPO
, 63
“to-do lesson”
, 70
two-thirds shares
, 64
venture capital
, 61
word-processing work stations
, 71
critical factors
, 194
differing incentives and rewards
, 195–196
external forces on business valuation
, 196–198
inherent conflicts of interest
, 196
long-term and short-term differences of control
, 195
relationships of trust
, 194
unequal power relationships
, 194–195
in diversified firm
, 192–193
entrepreneurial management
, 65
business literature themes
, 65–66
individual entrepreneurial system
, 67
managerial styles
, 66
radical innovation
, 68
GM decline and bankruptcy
, 193–194
leadership and decision strategy
, 77–78
professional management
, 74
bureaucracies
, 75
“peer review” procedures
, 76
Weberian rationality
, 77
strategy and tactics for new ventures and growth
, 79
acquiring new technology
, 85–86
capital liquidity
, 83
Cisco’s New Venture “Action”
, 79, 83
initial sales and sales growth
, 81–83
meeting competitive challenges
, 84–85
organizational and management development
, 84
product/service development
, 80
production and distribution expansion
, 83–84
production/delivery capabilities
, 81
start-up capital acquisition
, 79–80
See also Corporate di
, v
ersification, reasons for; Stock market valuation of businesses
Strategic planning
, 12, 93, 98, 301, 320
business plans for new ventures
, 324–331
strategic leadership
, 320–324
Strategic policy matrix
, 155, 158
basic activities of any business
, 155, 156
modes of control activities
, 156
Sloan’s strategic policies
, 156–157
strategic business policies
, 155
See also Business models
Strategic venture
, 39
action planned as sequence of means & ends over time
, 40
Cisco systems
, 40, 53–2
big picture in business strategy
, 49–53
Internet
, 44–49
router concept
, 44
SUN
, 42
U.S. Department of Defense
, 41
in USA
, 40
dot. com financial bubble
, 54, 55
functional capabilities
, 57
innovation process
, 58
new economy
, 56
technological innovation and financial developments
, 55
strategy and tactics
, 39
Strategic vision
, 1, 12, 25
and competitiveness
, 32
changing features
, 32–33
kinds of socio-technical systems
, 33–34
precepts for corporate strategy
, 33
strategic precepts
, 35–37
decision theory
, 1, 2
dimensions
, 30–32
and discontinuities
, 8
competitive
, 12
environmental change, and organizational decline
, 10
executive team’s ability to envision
, 11
leadership in large organizations
, 9
as exploration
, 18–20
intuition and
, 25–26
leadership
, 4
long-term outcome
, 2
relationship of leadership to
, 3
Samurai’s strategic vision
, 27–30
Sony Corporation
, 4–8, 12–2
strategic thinking
, 1
transistorized products
Bell Labs
, 21
hole to electron conduction
, 22
radio
, 23
Sony and technological innovation of
, 20
VCR
, 24
Strategic/strategy
, 39, 93, 97
as component and process
, 97–98
finance model
, 161–162
firm model
, 160, 161, 173–2
formulation process
, 93
innovation model
, 161, 170–2
issues
, 93, 98
learning model
, 167–170
precepts
, 35–37
processes
, 93
response model
, 165–167
thinking
, 1
Strategy scenarios
, 211, 265
House of Mitsui
, 216
changing environments
, 217
Ieyasu, Tokugawa
, 219
landing of Commodore Perry
, 224
long-standing business relationships
, 228
Meiji Restoration
, 226
Mitsui businesses
, 223
“Mitsui-gumi”
, 222
Nihonbashi in Edo
, 220
Saigo Takamori
, 227
Samurai of Satsuma Clan
, 226
shogun rules
, 221
Tokugawa rule
, 218–219
Treaty of Kanagawa
, 225
U.S. steamship
, 225
scenarios, forecasts, and extrapolation
, 228–231
3M’s strategic stories
, 212–216
Strategy theory
, 89
Apple’s strategy process
, 118
A Bug’s Life film
, 122, 123
computer-animation technology
, 123
after Jobs’ Departure
, 118, 119
Pixar
, 120, 121
subdivision surfaces
, 124
Toy Story film
, 121
basics of business
, 125
big picture
, 127
strategy process in Pixar
, 126, 128
history in schools
, 90–93
management principles
, 89
planning scenarios
, 116–117
Steve Jobs first exercise
, 94
Apple Computer
, 94
open architecture policy
, 96
strategic business vision
, 95–96
WESCON
, 95
Steve Jobs’ third exercise
, 128
Apple’s iPod product and iTunes music service
, 129, 134
iPhone
, 133
MP3 player
, 130
Napster
, 131
RIAA
, 132
strategic business model
, 117–118
strategy as component and process
, 97–98
strategy formulation process
, 93
strategy process as top-down and bottom-up perspectives
, 98, 99, 108, 111, 116
Apple 4.
, 2, 107
business’s planning scenario
, 103
competitive discontinuities
, 105
deductive approach to strategy
, 99
Jobs’ visionary ability
, 108
management hierarchy levels
, 102
operating levels of businesses
, 101–102
Palm Pilot
, 114
periodic and non-continuous requirements
, 104
planning process
, 106
strategic plan
, 112
“technology-follower” strategy
, 113
vison and planning
, 112
WESCON
, 109
Xerox’s research strategy
, 110
theoretical principles in management
, 89, 90
Strengths Weaknesses Opportunities Threats analysis (SWOT analysis)
, 330–331
Strickland, A. J.
, 104
Subdivision surfaces
, 124
Sumitomo Metals Corporation
, 14
SUN. See Stanford University Network (SUN)
Sunbeam-Oster company
, 280
Sunbeam’s perils
, 272
AI’s board
, 275
Al Dunlap
, 284–287
authority structure of organization
, 276–280
“bill-and-hold sales” technique
, 289–290
Buckley’s strategy
, 279
business model and organizational structure
, 276
conflicts
, 298
Dunlap’s Leadership of Sunbeam
, 288, 292–2
GE’s appliance business
, 281
information flows in authority structures
, 292
Kimberly-Clark
, 285
leadership integrity and realistic targets
, 288
levels of authority in AI
, 278
Northern Electric Co
, 272–273
operations structure
, 282–284
Schifrin’s report
, 294–296
strategic business models in diversified firm
, 277
Sunbeam-Oster
, 280
Super-computer centers program
, 48
SWOT analysis. See Strengths Weaknesses Opportunities Threats analysis (SWOT analysis)
Symonds, William
, 273
Synthesis
, 26
Systems analysis of Meiji Japan transformation
, 239
cultural system
, 244
economic system
, 244–245
Japanese Societal Systems
, 243
political interactions
, 241
political system
, 244
societal interactions
, 240
technological system
, 243–244
topological graph of societal systems
, 242
Tactics
, 39
Takashi, Masuda
, 238
Takuma, Dan
, 237–239
Tax policies of United States
, 197
Taylor, Robert W.
, 47
TCP/IP. See Transmission Control Protocol/Internet Protocol (TCP/IP)
Technological/technology
, 49
discontinuities
, 10
imperative
, 49
interactions
, 241
planning processes
, 34
system
, 243–244
time lines of
, 50
“Technologically effective” enterprise
, 34–35
“Technology-follower” strategy
, 113
“Technology-leader” business strategy
, 110
Tel-Save
, 169
Telecommunication
, 56
Texas Instruments (TI)
, 23, 24
Theoretical principles in management
, 89, 90
Thinking
, 25
Thompson, Arthur A.
, 104
3M’s strategic stories
, 212
bullet-list format
, 213
scenario story stages
, 215–216
standard five-year strategic plan
, 214
TI. See Texas Instruments (TI)
Time, importance of
, 167
“To-do lesson”
, 70
“Tolerance stack-up”
, 163–164
Top-down perspectives
, 98, 99, 105, 108
Toy Story film
, 121
Toyota
, 166
Transistorized products
Bell Labs
, 21
hole to electron conduction
, 22
radio
, 23
Sony and technological innovation of
, 20
VCR
, 24
Transmission Control Protocol/Internet Protocol (TCP/IP)
, 48, 49
Troiano, Richard
, 54
“Truism”
, 194
Tushman, Michael
, 10
Unbalanced strategy
, 185
Unequal power relationships
, 194–195
U.S. Department of Defense
, 41, 46
U.S. industrial capacity
, 51
“Used-business” dealer
, 285
“Used-company” dealer
, 285
Valentine, Don
, 62
Venture capital
, 61
Video cassette recorder (VCR)
, 24
Virany, Beverly
, 10
Vlasic, Bill
, 179, 181, 184
Wagoner, Rick
, 182–183, 185
Wall Street
, 286, 291, 295
Weber, Max
, 75, 239
Weberian rationality
, 77
WESCON
, 95, 109
Wilcox-Gay tape recorder
, 14
“Wireframe” model
, 122
Word-processing work stations
, 71
Wozniak, Steve
, 94, 95
Xerox’s research strategy
, 110
Yeager, William
, 41, 42, 43, 44
Young-won, Kim
, 74
Zeleny, Jeff
, 181
“Zero Defects” quality standard
, 163–164
Zilog Z80 IC chip
, 95