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The CEO, Strategy, and Shareholder Value


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Table of Contents

Preface xi Acknowledgments xv Introduction xvii Chapter 1: Foundations 1 The Purpose of Strategy 2 The Role of the CEO 4 Five Choices That Shape Strategy 6 A Strategic Management Framework 9 Chapter 2: The Economics of Strategic Management 11 Economic Profit 11 Economic Profit and Strategy Valuation 13 The Financial Drivers of Economic Profit and Equity Value 15 The Strategic Drivers of Economic Profit and Equity Value 17 Dealing with Mythology 23 Chapter Summary 29 Chapter 3: Choosing the Right Performance Objectives 31 Aspirations 32 Business Unit Objectives 34 Company Objectives 39 The Tyranny of Top-Down Targets 39 Chapter Summary 46 Chapter 4: Making the Right Participation Choices 49 General Considerations 50 Assessing Participation Opportunities 51 Offering Choices 63 Geographic Market Choices 67 Customer Segment Choices 72 Corporate Participation Choices 75 Chapter Summary 82 Chapter 5: Making the Right Positioning Choices 85 Positioning Choices and Competitive Advantage 86 Business Models 88 Execution Capabilities 107 Corporate Positioning Choices 111 Chapter Summary 122 Chapter 6: Making the Right Organizational Choices 125 The Institutional Imperative 126 Governance Practices 128 Executive Processes 134 Executive Capabilities 151 Chapter Summary 155 Chapter 7: Making the Right Risk Management Choices 157 Clarifying "Risk" 158 Setting Risk Thresholds 160 Portfolio Choices 162 Balance Sheet Choices 166 Ethical Choices 174 Chapter Summary 181 Chapter 8: Making It Work 183 Conditions Conducive to Success 183 Priorities for Change 189 The Prize 195 Chapter Summary 198 Appendix I: Economic Profit Growth, Earnings Growth, and Total Shareholder Returns 201 The Data 201 The Analysis 202 Discussion of the Results 204 Appendix II: Economic Profit and Equity Value 207 Valuation Models 207 Maximizing Economic Profit Growth versus Maximizing Equity Value 209 Valuation Issues 210 Appendix III: Economic Profit and Equity Value: Illustration 213 Appendix IV: Reconsidering the Corporate Center 215 The Need for Change 215 Creating a New Model of the Center 217 Conclusion 221 Appendix V: CEO Pay Practices: An Alternative 223 Typical Package 224 An Alternative Approach 224 Illustrative Compensation Plan 226 Alerting The Board Early and Often 229 Notes 231 Index 239

About the Author

PETER KONTES has a long and distinguished career advising chief executives on all aspects of strategic management. Peter was the cofounder and former chief executive of Marakon Associates, a firm cited by Fortune magazine as "among the half dozen firms that form the elite of strategy consulting." He coauthored a previous book, The Value Imperative . He has been a guest speaker at conferences sponsored by the Economist, Fortune, the London School of Economics, and the World Economic Forum, and has had articles appear in a number of publications including the Financial Times and Directors & Boards . He is currently an Executive-in-Residence at the Yale School of Management and continues consulting independently. He can be contacted at

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