Contends that a continuous process of value‐destruction lurks in many diversified corporates, causing the HQ to depress the performance of subsidiaries, invisibly and inevitably. Cites evidence from research to argue that many big US and UK companies are ripe for demerger. Sums up, that for...

Advises that strategic, financial and implementation analysis should be united into a single process of acquisition planning and due diligence. Accepts that acquisitions frequently destroy more value than they create. Recommends linking the underlying strategy, with the anticipated source of...

Asserts that acquisition management capability is difficult to learn, with many big companies encountering setbacks — but if these can be overcome the potential overall benefits can be enormous. Sets out acquisitions philosophy, ability to acquire, integration process and the initial steps....

Investigates GE Capital (formed as the financial services arm of General Electric over 60 years ago), which is a financial services conglomerate with 27 separate businesses, employing more than 50,000 staff worldwide and with a $2.8billion turnover. Looks at GE Capital's approach — which...

Delves into the £7 billion transatlantic ‘merger of equals’ Smithkline Beckman and Beecham, in 1989. Looks at how the merger was formulated and the planning for integration — including informing shareholders and employees — although it does itemize all the problems that had to be...

Reprises an earlier view by Robert Eccles, that what is important is how a company is doing compared with current competitors and not its past. Deplores short‐termism and the USA's drive for improved quarterly earnings which can mean objectives financially are endangered by short‐term...

Gives a comparative analysis about the differences between the balanced scorecard and other, more traditional, financial accounting measures, such as ROI and EPS that may give misleading signals. Advocates that the balanced scorecard's advantages — such as giving managers the ability to view...

Chronicles the above‐named model, which was invented by two consultants in 1991 and updated in 1995. Uses a figure to show exactly what and how the performance pyramid is, and the way it works. Shows the three levels (top, upper management; middle layer, middle management; and lower management...

Looks at classifying service businesses and how this involves three basic service types: professional services; service shops; and mass service, uses a figure by way of explanation. Gives a further breakdown as a guide, going into a deep explanation of the hybrid types, different measures,...

Chronicles a three‐step performance measurement model based on an organization's most important stakeholders: the problem; the possible solution; and underlying assumption. States that the identification of the most important stakeholders, usually owners, customers and employees, but also...