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Book Strategic Value Management

I am in the process of landing on this forum, so have mercy on me, I will work on improving it with time.You can find information about the book at juanpablostegmann.comWhat if you were offered a new way to examine strategic management and business strategy, as well as a new way to integrate the existing theory under a new model? In recent decades, an amazing number of strategic management theories and models have been produced, but none that can synthesize all the existing theories—until now.Offering an innovative strategic management solution for today’s market, Strategic Value Management addresses common problems among business managers and other professionals involved in thinking about developing and managing organizations. Here, author Juan Pablo Stegmann introduces the strategy-value model, a revolutionary paradigm that streamlines strategic management and business strategy with stock value creation. Created by the author while working with McKinsey & Company on a strategic management/ stock value creation problem for a large telephone and media conglomerate, Stegmann’s unique strategy-value model integrates all strategic management and business strategy into a new standard that introduces key metrics to strategic management and stock value creation.This original approach asserts that every strategy has a key dollar metric and proves that most complex business issues can be reduced to the three dimensions of stock value creation—profits, sales growth, and capital— and linked to three critical strategic management decisions: competition, innovation, and resources.Proposing a comprehensive integration of thinking aimed at creating awareness of the full effects of managerial decisions, Strategic Value Management explores:• How metrics help to apply critical thinking in strategic management• Strategic planning and control, both the process and the final document• How to build strategies with the goal of stock value creation• Competitive strategies within industrial economics, and game theory• How strategic management can be applied to nonbusiness institutions• The tools you need to develop organizational knowledge• A new methodology to assess the firm’s strengths, weaknesses, opportunities, and threats• Why strategic management and business ethics are inextricably connectedWith Stegmann’s proven strategy-value model, you will be able to incorporate most advance theories in a couple of hours and reduce complex business cases into dynamic one-page summaries that link strategies with stock value creation.Creating a straightforward and insightful new conceptual model for thinking about business strategy and its link to stock value creation, Strategic Value Management simplifies and modernizes strategic management by integrating disciplines such as industrial economics, game theory, transaction costs economics, agency theory, the resource view of the firm, knowledge management, and intellectual capital, so that the entire organization can develop unique resources toward the ultimate goal of higher stock value creation.
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I still haven't loaded a lot of my own content into this new site (I intend to and encourage all our members to do so as well). But, in the meantime, I thought that it would be helpful to start adding some links to other folk's content (books, articles, presentations, videos) that I have also found helpful. This is a start. I hope that others will follow with more suggestions.... If I had to pick one article that sums up the perspective of the field of IC, it is this article, Dealing with the Knowledge Economy by J. Mouritsen, H. Thorsgaard Larsen, P.N Bukh. It is especially helpful because it contrasts IC with the perspectives of the balanced scorecard. In the authors' view, the balanced scorecard (BSC) is an industrial-era tool. Now, some will think that it unjust (and maybe confusing) to identify the BSC so strongly with the industrial era. After all, BSC is viewed as the most prominent tool that is trying to expand corporate thinking beyond a purely financial perspective--to see the intangible drivers of tangible results. But there is a real argument to be made that the BSC is mostly about top-down control whereas IC is more about leveraging bottom-up knowledge flows. While we all know that businesses will always have to balance the top-down and bottom-up, the series of charts and discussions in this article will help you think about the implications of these two perspectives. Have you read this article? What do you think? Do you have a nomination for the article that has most influenced you?
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Old fashioned collectivism

I just had a very interesting lunch. We discussed the core of the central wage negotiations between the unions and the employers' counterparts - that will be encompassing more people than ever this spring.

Is it not very old fashioned to define strict wages for huge clusters of people, solely dependent on some industry category that they were tagged with?

Without any concern of the quality of the job that they perform.
Without any recognition of them as individuals with various degrees of enthusiasm and contribution to cultural aspects of the organization they belong to.
Without even thinking about the relationships they bring to company or the processes they build that can have long lasting value for their companies in many years to come.

In essence - shouldn't salaries be set related to each individual’s contribution to the value creation of their firm? I.e. to building intellectual capital.

You tell me.

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A version of this article appeared in Emerald’s Business Strategy Series and won a 2009 Emerald Literati Award as a Highly Commended Paper. The article provides a list of ten core business concepts for the knowledge era and ties them to their industrial-era counterpart including the new factory, the new management and the new accounting. The paper was the inspiration for a book currently under contract with Praeger’s Greenwood Press with the title Intangible Capital: Putting Knowledge to Work in the 21st Century Corporation. Download Management 2.0
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