1st Edition
Developing a Successful Subsidiary Strategy A Step-by-Step Toolkit for Managers
Most books on business strategy approach the subject from a corporate perspective, covering topics such as the vision for the business, the marketplace, competition and differentiation. However, the reality is that most managers work in sub-units or subsidiaries of the business and they are not involved in corporate strategy formulation. Their strategic concerns are with the positioning and future trajectory of their own units within the complex internal ecosystem in which they exist. If these units are to survive and grow, the middle managers responsible for them must plan their future, maximise their value-add and compete for resources within the internal market of their corporations. Such internal markets are becoming increasingly volatile due to general economic conditions but also given the questioning of globalisation and increasing corporate concerns about the frailties of international supply chains as brought into sharp focus by the COVID-19 crisis and the war in Ukraine.
This book provides practical perspectives for these business unit managers and a step-by-step toolkit that can be used by management teams to develop a successful subsidiary strategy that acknowledges these challenges while maximising their contribution to corporate objectives. It is based on the author’s 30 years of experience as an executive in a complex multinational (IBM) organisation, supplemented by academic study at Master’s and PhD levels. The material covered has been verified through workshops over a 3-year period with the senior leadership teams of over 30 multinational subsidiaries operating from Ireland.
Chapter 1. INTRODUCTION
The right time for strategy
Objectives and origins
Contents and structure
PART I: CORPORATIONS AND THEIR SUBSIDIARIES
Chapter 2. THE VIEW FROM THE TOP
Subsidiaries within global supply chains
Subsidiary management dilemmas for HQ
Summary
Chapter 3. SUBSIDIARY EVOLUTION
Why bother?
Evolution phases
Evolve what?
How to evolve
Summary
PART II: INTROSPECTION AND ANALYSIS
Chapter 4. WHAT WE DO: ANALYSING OUR CHARTERS
Charter identification
Analysis of charter evolution
Analysis of charter strategic positioning
Charter innovation
Summary
Chapter 5. HOW WE DO IT: ANALYSING OUR CAPABILITIES
Sustained Competitive Advantage
Identifying capabilities
Analysing capabilities
Summary
Chapter 6. WHERE WE DO IT: ANALYSING OUR ENVIRONMENT
Framing the macro environment
Environmental change
The Global environment
The Marketplace
The Local environment
The Corporate environment
Anticipating inflection points
Summary
PART III: CHOICES AND ENABLERS
Chapter 7. MAKING STRATEGIC CHOICES
Why are we doing this?
What do we want to be famous for?
How should we position our strategy?
What will success look like?
How can we get there?
What support are we looking for, and when?
Summary
Chapter 8. EXERTING INFLUENCE
Politics
Power
Trust
Decision-Making
Behaviours
Stakeholder management
Summary
Chapter 9. MANAGING THE CHANGE WITHIN
Change what?
The change process
Governance
Summary
Chapter 10. PARENTAL RESPONSIBILITIES
Define boundaries
Delegation, not abdication
Develop clear sourcing strategies
Velvet glove and iron fist
Governance
What might the future hold?
Summary
Chapter 11. CONCLUSION
INDEX
BIBLIOGRAPHY
Appendix A: TOOLKIT
Charter evolution analysis (adapted from Delany)
Charter portfolio analysis (influenced by the BCG Growth Matrix)
Capability identification and assessment of sustained competitive advantage
Analysing capabilities using the SWOT framework
Assessment template for environmental changes
Macro environmental impact analysis
Bringing it all together – Charters, Capabilities, and Macro environmental influences
Mapping the political terrain
Mapping power-dependence relationships
Stakeholder management planning
Biography
Paul Lyons has practical experience in business unit and subsidiary management from his 30 years with IBM. During this time he managed large international shared services centers and was consistently successful in growing these by adding more value to the corporation. He also worked at a headquarters level and oversaw international business units operating from Bulgaria, India, Ireland, The Philippines, Poland and the United Kingdom. He supported clients at a CxO level in planning and executing their organizational strategies. Throughout this time Paul maintained a deep interest in strategy formation at a business unit level - with an emphasis on how units can optimize their contributions and positioning within the internal networks of their parent organizations. He studied this topic at Masters and PhD level in Trinity Business School, Dublin. In recent years he has supported a large number of multinational subsidiaries in the formation of their strategies and developed a range of tools that have proved highly effective for these management teams.
