Implanting Strategic Management 3e by Ansoff, Kipley, Lewis, Helm-Stevens, Ansoff

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Implanting Strategic Management 3e by Ansoff, Kipley, Lewis, Helm-Stevens, Ansoff is the 3rd edition of the book authored by:

  • H. Igor Ansoff (deceased), Strategic Management, Alliant International University, San Diego, CA, USA,
  • Daniel Kipley, Strategic Management, Azusa Pacifc University, Azusa, CA, USA
  • A.O. Lewis, Strategic Management, National University, San Diego, CA, USA
  • Roxanne Helm-Stevens, Strategic Management, Azusa Pacifc University, Azusa, CA, USA, and
  • Rick Ansoff, Alliant International University, San Diego, CA, USA,

and branded as Palgrave Macmillan. An imprint is published by the registered company Springer Nature Switzerland AG, Cham, Switzerland in 2019.

  • Accordion method. A method for managing change in which: (a) planning and implementation are conducted in parallel and (b) the duration of the change is expanded or contracted according to the urgency of the challenge.
  • Ad hoc management. A management process in which response to challenges is systematic but without reference to an overall plan or strategy (see organic adaptation and planned management).
  • Aggressiveness of strategy. Degree of discontinuity between successive strategic projects.
  • Business strategy. A strategy of the firm addressed to optimizing its financial performance.
  • Capability. (Firms' or managers') motivation, competence, capacity to manage change.
  • Functional capability. Capability of the firm's functions, e.g., marketing, R&D, personnel.
  • General management capability. Capability of the units charged with general management responsibility.
  • Organizational capability. The predisposition and the ability of a firm to engage in a particular type of behavior.
  • Vector capability. Attributes of capability: managers, climate, competence, capacity.
  • Capacity. Part of the capability vector. The volume of work which can be handled by an organizational unit per unit of time.
  • Cash cow. An SBA in which the firm minimizes investment and maximizes cash fow to other SBAs.
  • Coercive change management. Introduction of a change by using force to overcome organizational resistance.
  • Crisis change management. Introduction of a change at a time when the firm is in a state of crisis.
  • Motivating change sequence. A sequence which minimizes resistance and optimizes support for a change.
  • Resistance-inducing change sequence. A sequence of steps which maximize resistance during a change.
  • Climate. The part of capability which determines the firm's predisposition for a particular type of behavior.
  • Competence. The part of capability which determines the firm's ability to make efective a particular type of behavior.
  • Competitive position. Proftability of the firm in an SBA relative to the most successful competitors.
  • Competitive posture. The combination of the competitive strategy, capability, and strategic investment which a firm commits to an SBA.
  • Competitive strategy. The unique position (niche) which a firm seeks to occupy in an SBA. Consists of: growth thrust, market position, product diferentiation, and market diferentiation.
  • Conglomerate firm. A firm in which: (a) major business units operate independently of one another (a zero-synergy firm); (b) corporate ofce manages the business units on the basis of their financial performance (see synergistic firm and multi-capability firm).
  • Contingency perspective. A perspective on the firm's behavior which recognizes that the choice and the outcome of behavior difer according to diferences in the conditions under which behavior takes place.
  • Critical mass. The minimum level of strategic investment in an SBA which assures potential proftability. A strategic breakeven point.
  • Critical success factors. A clement of the competitive posture which is essential for assuring a leading competitive position in an SBA.
  • Cultural-political field. A map of the probable support/resistance which groups/individuals are expected to ofer to a change.
  • Culture. (a) A perception of the critical success factors shared by a unit of the firm. (b) Norms and values applied to selection of strategic projects.
  • Demand life cycle. Curve of the evolution of demand in an SBA.
  • Demand-technology life cycle. A curve of evolution of demand in an SBA for products/services based on a particular technology.
  • Discontinuity. An event which does not follow from extrapolation of a series of preceding events.
  • Discontinuous change. A change which cannot be handled by the historical capability of the firm.
  • Dispersed positioning. The positioning of an SBA in a BCG or McKinsey matrix in a way which shows diferences in predictability among SBAs (see point positioning).
  • Downstream coupling. Degree of interaction between research and development, production, and marketing functions of the firm.
  • Dual budgeting. Preparation of separate operating and strategic budgets during a firm's budgeting process.
  • Dual management system. A management planning and control system which has distinctive strategic management and operations subsystems.
  • Dual structure. An organizational structure which has distinctive substructures for operations and strategic work.
  • Eurequip matrix. A matrix used in issue management to evaluate the interrelationship between the external threats/opportunities and internal strengths and weaknesses of the firm.
  • Filter. Screening of the information observable in the environment before it becomes the basis for managerial decisions.
  • Mentality/cultural filter. Filter introduced by culture of organizational units and by mentality of key managers.
  • Political filter. Filter introduced by infuential units or managers.
  • Technological filter. Filter introduced by the choice of the environmental analysis / forecasting technique.
  • Current momentum gap. The diference between extrapolation of the firm's performance and performance projection based on environmental analysis.
  • Current potential gap. The diference between projection based on environmental analysis and performance possible if the firm optimizes its competitive posture.
  • Diversifcation gap. The diference between the optimal performance inherent in the firm's present strategic portfolio and the objectives of the firm.
  • General management. The management groups and individuals responsible for the overall success of all or a part of the firm.
  • Growth thrust. A component of competitive strategy which specifes the source of the firm's future growth.
  • Implementability of plans/decisions. The degree of organizational support for planned changes.
  • Institutionalization of change. The process of developing organizational capability to a point where it is fully supportive of a new mode of behavior.
  • Key success factors. An element or the competitive posture which is essential for assuring proftability in an SBA.
  • Launching platform. Measures taken to prepare a firm for launching a discontinuous change.
  • Legitimacy of the firm. Degree of response of a firm's behavior to its stakeholders' expectations.
  • Life cycle matrix. A matrix showing the distribution of the firm's SBAs according to their demand-technology life cycle stages.
  • Long range planning (LRP). A systematic procedure for long-term goal setting, programming, and budgeting based on an extrapolative forecast.
  • Loyalty. Support given by a participant in the firm to actions expected to assure success and survival, even though these actions may be contrary to the participant's aspirations.
  • Decisive management. Management which responds promptly and decisively once a challenge begins to afect the performance of a firm.
  • Entrepreneurial management. Planned management based on examination of novel alternatives.
  • Extrapolative management. Planned management based on extrapolation of alternatives used in the past.
  • Planned management. Management which anticipates challenge and prepares its responses in advance.
  • Reactive management. Management which procrastinates beyond the initial impact and responds only when a challenge begins to have a serious impact on the firm's performance.
  • Market differentiation. A component of competitive strategy. The way in which a firm diferentiates itself from competitors in the eyes of its customers.
  • Market position. A component of competitive strategy. The relative market share position that a firm seeks to establish in relation to its competitors.
  • McKinsey matrix. A matrix for evaluating SBAs which uses SBA attractiveness and firm's competitive position as the principle dimensions.
  • Mentality. The mental map, or model, of reality which a manager uses to guide his behavior.
  • Multi-capability firm. A firm in which: (a) major organizational units develop distinctive management capabilities suitable for their respective environments. (b) corporate management integrates and controls the strategies of the units.
  • Objectives. Criteria used to select a firm's activities and to evaluate performance.
  • Opportunity/vulnerability profile. A graphical presentation which shows the spread in the probable impact of threats and opportunities on the firm, the spread of the probable timing of the impact, and the time required by the firm for response.
  • Optimum mass. Level of strategic investment in an SBA at which the return to the firm is optimum, provided the firm uses optimal strategy and has optimal capability.
  • Organic adaptation. Strategic adaptation in reaction to stimuli without guidance from general management.
  • PIMS. A methodology for identifying key success variables based on extrapolation of performance of large samples of similar firms.
  • Planned management of change. A process which consists of building a launching platform, managing resistance, and institutionalizing the change.
  • Point positioning. The positioning of an SBA in a BCG or McKinsey matrix at the most probable points on the scales of SBA attractiveness and competitive position.
  • Coherent portfolio. A portfolio strategy which calls for SBAs which can be managed by the same management capability.
  • Strategy portfolio. A description of the SBAs in which the firm proposes to participate, enter, and exit as well as of the synergies which will be maintained among them. Definition of 'the business we are in.' The 'vision' of the firm.
  • PPBS. Planning-programming-budgeting system which is a strategic planning system first introduced by Robert McNamara into the US Department of Defense.
  • Predictability. The degree of accuracy with which an impending event can be described at the time when a firm must start a response, if the response is to be completed in time for the arrival of the event.
  • Product differentiation. A component of competitive strategy. The way a firm diferentiates its products from those of competitors.
  • Progressive commitment. A series of strategic moves of increasing degrees of commitment.
  • Raison d'etre. The basis for a firm's legitimacy described by the objectives it pursues and the rules of the game under which it operates.
  • Requisite variety. An organizational response to the environment whose complexity matches the complexity of the environment.
  • Resistance to change. Active and passive opposition to a change which produces cost overruns, delays, distortions, or rejection of a change.
  • Behavioral resistance to change. Resistance to change by individuals or groups.
  • Systemic resistance to change. Resistance to change which is induced by lack of organizational competence or capacity for handling it.
  • Responsiveness of management capability. The degree to which management of the firm responds to new and unfamiliar signals from the environment.
  • ROI, marginal. The improvement in the return in the investment from an SBA which the firm can obtain by a given change in its strategic posture.
  • Rules of the game. The set of constraints and enablement's by society (such as subsidies) under which a firm conducts its activities.
  • SBA (strategic business area). An area of business opportunity defned by a distinctive demand-technology life cycle curve.
  • SBA Attractiveness. A composite measure of attractiveness of an SBA to successful competitors. The measure is composed of growth, proftability, and turbulence prospects.
  • SBU (strategic business unit). A unit of the firm which is responsible for strategic development of one or more SBAs.
  • Shared authority responsibility. A formal organizational arrangement under which several managers share authority and responsibility for strategic actions.
  • SIG (strategic infuence group). A social group or an institution which has expectations of the firm and the power to infuence the firm's behavior.
  • Strong signal. A development whose probable impact can be accurately described sufciently in advance to permit a timely response by the firm.
  • Weak signal. A development about which only partial information is available at the moment when response must be launched, if it is to be completed before the development impacts on the firm.
  • Social responsibility strategy. A strategy of the firm addressed to objectives other than economic performance.
  • Societal strategy. A strategy of the firm for relating the firm to its sociopolitical environment (the SIGs). Consists of legitimacy strategy, social responsibility strategy, and the preferred rules of the game.
  • SRA (strategic resource area). A source of supply to the firm which is essential to the success of its business strategy.
  • Stakeholder. An SIG or an individual who has expectations of the firm and the infuence to support them.
  • Star. An SBA which has outstanding attractiveness and in which the firm expects to have an outstanding competitive position.
  • Strategic budget. The budget committed to the strategic development of a firm.
  • Strategic control. Modifcation of a strategic project based on evaluation of its lifetime contribution to the firm and to the firm's strategy.
  • Strategic development. Process within a firm which lasts from conception to the point of establishment of a new proftable product/service in an SBA.
  • Strategic investment. A firm's investment in its strategic posture in an SBA. Includes investments in strategy, capability, and capacity.
  • Strategic issue. A development which is likely to have a signifcant impact on the performance of a firm.
  • Strategic learning. A process in which feedback from strategic moves is used to modify the firm's strategy.
  • Strategic management. A process for managing a firm's relationship with its environment Consists of strategic planning capability planning, and management of change.
  • Strategic planning. A systematic procedure for entrepreneurial management which bases the firm's future strategy on examination of novel alternatives.
  • Strategic posture. A combination of portfolio strategy with competitive postures in the firm's SBAs.
  • Strategic project. A project devoted to strategic development of the firm, including product/service development, capability development, societal response development, etc.
  • Strategic surprise. A development which arrives unanticipated which is novel to the firm, and holds prospects of a major impact on performance.
  • Synergy. Sharing of capabilities among units of the firm which produces performance which is greater than the performance which can be obtained if the units operate independently of one another. The '2 + 2 = 5' efect.
  • Synergistic firm. A firm in which corporate management seeks to optimize synergy.
  • Fertile technology. A technology characterized by frequent product innovations.
  • Stable technology. A technology which remains unchanged from inception to the maturity stage of a demand life cycle.
  • Turbulent technology. A technology whose life cycle is short relative to the length of the demand life cycle.
  • Turbulence. Changeability in an environment characterized by the degree of novelty of challenges and the speed with which they develop.
  • Turbulence level. A combined measure of the degree of novelty of challenges and their speed relative to the response time of firms.
  • Negative turbulence. Turbulence which poses threats to the firm.
  • Positive turbulence. Turbulence which presents opportunities to the firm.
  • Wildcat. An SBA which has outstanding attractiveness and in which the firm's competitive position is weak.
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