罗兰贝格咨询-战略风险.pdf

Four central problems panies to drift into a strategic
crisis
Typical causes of strategic crisis
Technology and other cycles Investments, M&A and diversification
• Technology leaps • Investment decisions without feasibility checks
• New product processes, new core • Poor post-merger integration
competencies
• Shifts in demand
Rapid growth Value-chain configuration
• Dependency on product life cycles and time to • Missing out on industry trends
market (. pharmaceuticals, biotech, • Inflexible value creation processes
startups)
• Inflexible management anizational
structures
• Growth as a market entry/expansion strategy
(computers, media)
Source: Roland Berger Strategy Consultants ZRH95802008-01- 1
A whole range of other circumstances escalate the strategic crisis
into an earnings crisis
From strategic crisis to earnings crisis
Insufficient
Lack of transparency corporate governance
Technology Investments,
and other M&A and
Inefficient
cycles diversification
management structures anization
Rapid Value-chain
growth configuration
Poorly qualified management Demotivated staff
Source: Roland Berger Strategy Consultants ZRH95802008-01- 2
Mastering a crisis is one of the most difficult and demanding
management tasks
• Problems are so different and situations plex, there can be no universal
remedies for corporate crisis
•