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| 文件名称： | 金融服务公司的战略伸缩性(英文).pdf |
| 所属大类： | 国外动态 |
| 行业分类： | J:金融业 |
| 生效日期： | 2006-01-01 00:00:00 |
| 文件星级： | ★★★ |
| 文件字数： | 4523 |
| 文件页数： | 28 |
| 文件图表： | 3 |
| 资料语言： | 英文 |
| 文件大小： | 1432KB |
| 文件简介： | 金融服务公司的战略伸缩性(英文) CONTENTS Executive Summary ......................................................... 2 Uncertainty in the Financial Services Industry ................... 5 Responding to Uncertainty............................................... 8 The Strategic Flexibility Framework ............................... 13 Implementing Strategic Flexibility .................................. 27 Conclusions ................................................................... 31 Endnotes ...................................................................... 32 About Deloitte Research ................................................. 33 About Deloitte Consulting and Deloitte & Touche.............. 34 Insets The Genesis of the Strategic Flexibility Framework ................... 6 M&A Strategies in the Financial Services Industry .................. 11 Scenarios for the Financial Services Industry .......................... 16 Valuing Flexibility .................................................................. 22 Royal & Sun Alliance: Strategic Flexibility Case Study ............. 26 Program Management and Strategic Flexibility ..................... 28 The complexity of the financial services industry can overwhelm any strategist. Companies in the financial services industry (FSI) must cope with multiple dimensions of change involving regulation, technology, globalization, new competitors and business models, capital market pressures, and constantly changing customer demands. Worse, on all of these dimensions it is not merely their complexity that proves daunting, but the uncertainty surrounding them. How will regulatory policy change, and what will the implications of those changes be? What new technologies will emerge and how will they affect existing business models? How will the capital markets react to new strategic initiatives, and what will that reaction mean when it comes time to make the next acquisition? Moreover, the uncertainty itself concerns two issues: what will happen, and when it will happen. Existing tools for strategy formulation and implementation are of limited help because they are premised either on a relatively stable future or on the ability to make roughly accurate predictions of what the future will hold. For example, traditional industry analysis presupposes that the structure of an industry will remain stable long enough for meaningful action to be taken. However, when it can take only months for the industry to change significantly, pursuing a particular course of action – for example, an acquisition – that is geared to the needs of today’s industry structure seems foolhardy. Executive Summary Trustworthy predictions would help, but few strategists have demonstrated the ability to repeatedly and precisely foretell what lies over the horizon. Whether it is Thomas J. Watson Jr.’s well-known forecast of a world market for five computers or the more recent and (apparently) equally inaccurate bullishness of the capital markets regarding Internet stocks, there are far more examples of failed attempts at forecasting than successful ones. The French absurdist playwright Eugene Ionesco was right when he said, “one can only predict events after they have occurred.” Still, the uncertainty that plagues some of the most important questions facing the financial services industry does not relieve executives of the need to think strategically or to make decisions that will move their organizations forward. What FSI decision makers need is a new set of strategic planning and financial evaluation tools that are designed specifically to cope with uncertainty. We present just such a set of tools in this report. Specifically, by drawing on years of research across a range of industry settings and competitive contexts, we have developed a powerful approach to strategy under uncertainty and organized it into a four-phase framework. Strategic Flexibility provides a rigorous yet adaptable methodology that will help you guide your organization through uncertain and turbulent waters. The figure below illustrates the four phases of the Strategic Flexibility framework. 2...... |
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