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Index
Title Page
Copyright
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
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
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
Chapter 6: Zero-Basing: Justify What to Keep, Not What to Kill
What Is Zero-Basing?
A Versatile, Holistic Cost Lever
When Should You Zero-Base Your Capabilities?
How to Zero-Base Your Capabilities
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
Chapter 8: Outsourcing: Let External Providers Generate Value for You
What Is Outsourcing?
When to Outsource
The Outsourcing Process: How It Works
Chapter 9: Footprint Optimization: Rethink Your Operations and Overhead Locations
What Is Footprint Optimization?
When to Use Footprint Optimization
Footprint Optimization: How It Works
Chapter 10: Process Excellence: Simplify Work and Minimize Bureaucracy
What Is Process Excellence?
When to Use Process Excellence
A Guide to Process Excellence
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
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
Chapter 13: Digitization: Make Technology a Game Changer
What Is Digitization?
When to Use Digitization
How to Digitize
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
Phase 2: Detailed Design
Phase 3: Execution
Chapter 15: Morale, Emotions, and Expectations: Leading during a Restructuring
Uncertainty and Anxiety
Phase 1: Opportunity, but for Whom?
Phase 2: Anxiety Surfaces
Phase 3: Turmoil, but also Glimmers of Something Better
Chapter 16: The Human Element: Getting People Ready, Willing, and Able to Change
Elements of a Culture-Led Change Management Program
Phase 1: Diagnostic and Case for Change
Phase 2: Detailed Design
Phase 3: Execution
Chapter 17: Staying Fit for Growth
Strategic Levers: Translating Strategy into Performance
Operational Levers: Executing Against the Plan
Organizational Levers: Assign Accountability and Reward Cost Consciousness
Cultural Levers: Unleashing the Individual
Sense and Sustainability: Getting from Here to There
Acknowledgments
About the Authors
Index
End User License Agreement
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