H. Igor Ansoff - Implanting Strategic Management

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H. Igor Ansoff , Daniel Kipley , A. O. Lewis , Roxanne Helm-Stevens and Rick Ansoff

Implanting Strategic Management 3rd ed. 2019

H. Igor Ansoff

Strategic Management, Alliant International University, San Diego, CA, USA

Daniel Kipley

Strategic Management, Azusa Pacific University, Azusa, CA, USA

A. O. Lewis

Strategic Management, National University, San Diego, CA, USA

Roxanne Helm-Stevens

Strategic Management, Azusa Pacific University, Azusa, CA, USA

Rick Ansoff

Alliant International University, San Diego, CA, USA

ISBN 978-3-319-99598-4 e-ISBN 978-3-319-99599-1

https://doi.org/10.1007/978-3-319-99599-1

Library of Congress Control Number: 2018956581

1st and 2nd edition: The Ansoff Family 1984, 1990

The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer Nature Switzerland AG 2019

This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed.

The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.

The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Cover image: phototecho/iStock/Getty Images Plus

Cover design by Emma J. Hardy

This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG

The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland

In appreciation and gratitude to H. Igor Ansoff, The Father of Strategic Managementa giant in the field. Whose Strategic Success Hypothesis and numerous other contributions in strategic management progressed the study of management to a state where organizations can succeed in turbulent, changing, and surpriseful environment. Your legacy of brilliance and foresight continues on in this updated manuscript so that future generations of scholars and managers can benefit from the Ansoff approach.

Acknowledgements

The authors of this book give special thanks to the significant contributions made by Prof. Steve Gabriel, senior adjunct instructor at Azusa Pacific University School of Business and Management whose professional insights and active participation helped shape and develop this book through data interpretation, writing, editing, and evaluation of the manuscript.

Contents

Part I Original Concepts of Strategic Management and the Evolution of Management Systems

Part II Planning Strategic Posture

Part III Managers, Systems, Structure

Part IV Real-Time Strategic Response

Part V Managing Strategic Change

Glossary

Bibliography

Index

List of Figures

Fig. 3.1 Gap analysis in strategic planning

Fig. 3.2 LRP and strategic planning compared

Fig. 3.3 Birds eye view of strategic posture management

Fig. 3.4 Strategic issue management

Fig. 4.1 Performance variables

Fig. 4.2 Four stages of evolution

Fig. 5.1 Quasi-strategic planning: LRP + issue management

Fig. 5.2 Strategic planning and issue management

Fig. 5.3 Tree of strategic management

Fig. 6.1 Example of strategic diagnosis

Fig. 6.2 Managing firms adaptation to environment

Fig. 8.1 Mismatch between present and desired future profiles

Fig. 8.2 Effect of strategic mismatch on profit potential

Fig. 8.3 Planning strategic posture

Fig. 9.1 SBA vs. SBU

Fig. 9.2 Demand-technology-product life cycles

Fig. 9.3 Typical evolution of competitive strategy

Fig. 9.4 Logic of SBA segmentation

Fig. 9.5 Methods for evaluating the environment

Fig. 9.6 Management information

Fig. 9.7 The BCG matrix

Fig. 9.8 Estimating SBA attractiveness

Fig. 9.9 Competitive position and strategic investment

Fig. 9.10 Competitive strategy factors

Fig. 9.11 The GE-McKinsey matrix

Fig. 9.12 SBA positioning plot

Fig. 9.13 Choosing the preferred competitive position

Fig. 9.14 Choosing best fit strategy

Fig. 9.15 Choosing the firms competitive posture

Fig. 9.16 Choosing the preferred posture

Fig. 10.1 Outcomes of positioning analysis

Fig. 10.2 Dispersion positioning

Fig. 10.3 Competitive analysis of turbulent environments

Fig. 11.1 Portfolio scope

Fig. 11.2 Dimensions of portfolio strategy

Fig. 11.3 Objectives and goals

Fig. 11.4 Coupling of strategies and objectives

Fig. 11.5 Logic of portfolio analysis

Fig. 11.6 Comparison of two SBA portfolios

Fig. 11.7 Life cycle balance

Fig. 11.8 Determining present and maximum functional capability sharing

Fig. 11.9 Choosing functional synergy strategy and goals

Fig. 11.10 Choosing strategy synergy

Fig. 11.11 Estimating future diversity

Fig. 11.12 Cross-impact of discontinuities on the firm

Fig. 11.13 Percentage of profits at different levels of flexibility/vulnerability

Fig. 11.14 Profit and vulnerability/flexibility levels

Fig. 11.15 Logic of diversity strategy formulation

Fig. 11.16 Assuring consistency of portfolio strategy

Fig. 11.17 Selecting optimum strategy

Fig. 11.18 Profiles of goal achievement

Fig. 11.19 Logic of strategy/goals

Fig. 11.20 Logic of strategic posture planning

Fig. 11.21 Tools for portfolio management

Fig. 11.22 Opportunistic vs. planned implementation

Fig. 11.23 Diversification through strategic learning

Fig. 11.24 Organizational flow of planning

Fig. 12.1 Demand-technology-product life cycles

Fig. 12.2 Buyerseller game matrix

Fig. 12.3 Technological factors in strategy

Fig. 12.4 Impact of technology on strategy

Fig. 12.5 Degrees of downstream coupling

Fig. 13.1 Wealth-breeding reactor

Fig. 13.2 Stages of priorities in a societally responsive firm

Fig. 13.3 Impact of controls/incentives on business performance

Fig. 13.4 Analysis of legitimacy strategy

Fig. 13.5 Sociopolitical response analysis

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