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Autorentext

VINAY COUTO is a principal with PwC US.

JOHN PLANSKY is an executive at State Street.

DENIZ CAGLAR is a principal with PwC US.

The authors bring more than 70 years of combined strategy and business transformation consulting experience and the unrivaled industry and functional capabilities of the PwC network to solve companies' toughest problems and help them capture their greatest opportunities. Strategy& is PwC's strategy consulting business.

Klappentext

A practical approach to business transformation

Fit for Growth* is a unique approach to business transformation that explicitly connects growth strategy with cost management and organization restructuring. Drawing on 70-plus years of strategy consulting experience and in-depth research, the experts at PwC's Strategy& lay out a winning framework that helps CEOs and senior executives transform their organizations for sustainable, profitable growth. This approach gives structure to strategy while promoting lasting change. Examples from Strategy&'s hundreds of clients illustrate successful transformation on the ground, and illuminate how senior and middle managers are able to take ownership and even thrive during difficult periods of transition. Throughout the Fit for Growth process, the focus is on maintaining consistent high-value performance while enabling fundamental change.

Strategy& has helped major clients around the globe achieve significant and sustained results with its research-backed approach to restructuring and cost reduction. This book provides practical guidance for leveraging that expertise to make the choices that allow companies to:

• Achieve growth while reducing costs
• Manage transformation and transition productively
• Create lasting competitive advantage

• Deliver reliable, high-value performance
  Sustainable success is founded on efficiency and high performance. Companies are always looking to do more with less, but their efforts often work against them in the long run. Total business transformation requires total buy-in, and it entails a series of decisions that must not be made lightly. The Fit for Growth approach provides a clear strategy and practical framework for growth-oriented change, with expert guidance on getting it right. *Fit for Growth is a registered service mark of PwC Strategy& Inc. in the United States

  Zusammenfassung
  A practical approach to business transformation Fit for Growth* is a unique approach to business transformation that explicitly connects growth strategy with cost management and organization restructuring.

  Inhalt

  Preface ix

  Part I Introduction and Fit for Growth Overview 1

  Chapter 1 Do You Need to Cut to Grow? 3

  Circuit City: The Ostrich Approach 6

  IKEA: Elevating Cost Optimization to an Art Form 9

  The Fit for Growth Index 12

  Chapter 2 Becoming Fit for Growth: The Restructuring and Renewal Journey 17

  Focus on Differentiating Capabilities 19

  Align the Cost Structure 21

  Reorganize for Growth 24

  Enable Change and Cultural Evolution 28

  Continuous Cost-Fitness Renewal 29

  Chapter 3 The Leader's Role: Aligning Costs with Strategy 31

  How Do You Know When It's Time? 32

  The Three Core Questions Leaders Ask 34

  What Makes the Fit for Growth Approach Different 43

  Part II How to Cut Costs and Grow Stronger: A Manager's Guide 45

  Chapter 4 Levers of Cost Reduction: What, Where, and How 47

  Setting the Objective 48

  Identifying Differentiating Capabilities 50

  Selecting the Cost-Reduction Levers 52

  "What" Do We Do? Business Portfolio and Capability Choices 52

  "Where" Do We Do It? Organization and Location 53

  "How" and "How Well" Do We Do It? Operational Excellence 55

  Chapter 5 Portfolio Rationalization: Decide What Business You Should Be In 57

  What Is Portfolio Rationalization? 58

  When to Use Portfolio Rationalization 62

  How to Rationalize the Portfolio 64

  Chapter 6 Zero-Basing: Justify What to Keep, Not What to Kill 70

  What Is Zero-Basing? 70

  A Versatile, Holistic Cost Lever 73

  When Should You Zero-Base Your Capabilities? 76

  How to Zero-Base Your Capabilities 76

  Chapter 7 Aligning the Operating Model: Redefine Where Critical Work Gets Done 85

  Operating Model Elements and Archetypes 86

  When to Redesign Your Operating Model 92

  How to Redesign Your Operating Model 93

  Chapter 8 Outsourcing: Let External Providers Generate Value for You 103

  What Is Outsourcing? 103

  When to Outsource 107

  The Outsourcing Process: How It Works 108

  Chapter 9 Footprint Optimization: Rethink Your Operations and Overhead Locations 119

  What Is Footprint Optimization? 119

  When to Use Footprint Optimization 123

  Footprint Optimization: How It Works 126

  Chapter 10 Process Excellence: Simplify Work and Minimize Bureaucracy 133

  What Is Process Excellence? 134

  When to Use Process Excellence 139

  A Guide to Process Excellence 140

  Aligning Process Excellence with Other Cost Levers 146

  Chapter 11 Spans and Layers: Flatten and Empower the Organization 149

  What Is a Spans and Layers Restructuring? 149

  When to Restructure Spans and Layers 154

  How to Restructure Spans and Layers: Five Steps to a Leaner Organization 155

  Chapter 12 Strategic Supply Management: Extract More Value from Your Purchases 163

  What Is Strategic Supply Management? 163

  When Should a Company Use Strategic Supply Management? 167

  Making It Happen: A Guide to Strategic Supply Management 169

  Chapter 13 Digitization: Make Technology a Game Changer 177

  What Is Digitization? 177

  When to Use Digitization 179

  How to Digitize 182

  Part III Coping with Cost Restructuring: How to Manage and Sustain the Change 189

  Chapter 14 Running a Cost Transformation: Mobilizing, Scaling, and Sustaining 191

  Phase 1: Diagnostic and Case for Change 193

  Phase 2: Detailed Design 198

  Phase 3: Execution 203

  Chapter 15 Morale, Emotions, and Expectations: Leading during a Restructuring 208

  Uncertainty and Anxiety 209

  Phase 1: Opportunity, but for Whom? 211

  Phase 2: Anxiety Surfaces 214

  Phase 3: Turmoil, but also Glimmers of Something Better 216

  Chapter 16 The Human Element: Getting People Ready, Willing, and Able to Change 224

  Elements of a Culture-Led Change Management Program 226

  Phase 1: Diagnostic and Case for Change 230

  Phase 2: Detailed Design 233

  Phase 3: Execution 242

  Chapter 17 Staying Fit for Growth 246

  Strategic Levers: Translating Strategy into Performance 247

  Operational Levers: Executing against the Plan 251

  Organizational Levers: Assign Accountability and Reward Cost Consciousness 253

  Cultural Levers: Unleashing the Individual 255

  Sense and Sustainability: Getting from Here to There 258

  Notes 259

  Acknowledgments 261

  About the Authors 265

  Index 267