Large, mature companies always become trapped at some point in the declining stages of what has become known as the corporate life cycle. Historically this barrier to continued growth has been, and is still, as unavoidable as death and taxes.
In Getting Bigger by Growing Smaller, Joel Shulman, a leading researcher on entrepreneurship, teams up with Thomas T. Stallkamp, one of the world's most effective executives, to introduce a powerful new growth model for corporate America (based on 4 years of research at Babson College and Harvard University) that can enable corporations to break through this barrier to growth by utilizing a new breakthrough business model called the Strategic Entrepreneurial Unit (SEU). Shulman and Stallkamp demonstrate how to build new employee/entrepreneur-led startups within the corporation--entities that can take on new market opportunities and deliver startup-level growth. This is the first book to provide practical methods for actually identifying, creating, and implementing smaller units within large organizations to enable continued, rapid growth beyond the predictable barriers of the corporate life cycle.
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"Corporate entrepreneurship involves a delicate balance and mix of discipline, corporate structure, and entrepreneurial energy. The Strategic Entrepreneurial Unit format seems to straddle the risk and return trade offs with unique skill and finesse."
--Jacques NasserFormer CEO, Ford Motor CompanySenior Partner, One Equity PartnersChairman, Polaroid Corporation
"A methodology very similar to the SEU process described by the authors has been evolving since 1996 and is now in place at Battelle. Based on our experiences, it is clear that the authors have correctly assessed and provided solutions to the challenges of culture, compensation, retention, and sustainability of entrepreneurship in large organizations. The added 'twist' of a facilitator suggested by the authors is unique in our experience, and will be something that Battelle will likely explore in our continuing pursuit of improved performance."
--Dr. Carl F. KohrtPresident and Chief Executive Officer, Battelle Memorial Institute
"Big companies need to learn how to grow effectively without resorting to acquisitions. Getting Bigger by Growing Smaller provides a solution that is sure to become popular among people working for, and doing business with, a large company."
--Brian BarefootFormer President and CEO, PaineWebber International
"This book gets to the heart of large business growth problems. Big businesses should grow bigger and stronger over time, but they generally don't. Their entrepreneurial solution with Strategic Entrepreneurial Units offers a unique perspective that company executives should seriously consider."
--Robert Weissman,Director of State Street Boston Corporation, IMS Health, and the Gartner GroupFormer CEO of Dun and Bradstreet
"Growth to large corporations is critical. Having used many of the other growth models, I believe the Strategic Entrepreneurial Units proposed in this book should allow for better exploitation of growth opportunities."
--W. F. GlavinFormer Vice Chairman, Xerox Corporation
"It is the very appealing concept of entrepreneurial growth without heavy financial investment that makes this book so valuable."
--Michael T. SmithChairman and CEO, Hughes Electronics (retired)
"Innovation and strategic growth are the lifeblood of any organization. The Strategic Entrepreneurial Unit approach offers an efficient, effective mechanism with an equitable split for all stakeholders."
--Harry M. Jansen Kraemer, Jr.Chairman and Chief Executive Officer, Baxter International Inc.
"Companies looking for new ways to expand will be interested in the concepts outlined in this book."
--Michael F. JohnstonPresident and Chief Operating Officer, Visteon Corporation
In Getting Bigger by Growing Smaller, Joel Shulman introduces a powerful new growth model for corporate America. He demonstrates why growth through acquisitions is often a recipe for failure--and why traditional approaches to "organic" growth inevitably run out of steam in large corporations. Next, he introduces the breakthrough concept of the Strategic Entrepreneurial Unit (SEU), a new model for building employee/entrepreneur-led startups within the corporation--entities that can make the most of new opportunities and deliver startup-level growth without external venture capital.
Above all, Shulman offers practical guidance for implementing SEUs--including guidance for attracting and retaining entrepreneurial employees, effectively compensating them without the lure of IPOs, and overcoming the obstacles presented by middle management.
Why you can't "buy" your way to sustainable growth
Why mergers and acquisitions often can't overcome stagnant growth
Strategic Entrepreneurial Units (SEUs): intrapreneurship that works
Transforming one "behemoth" into multiple entrepreneurial organizations
It's about the money
Attracting, incentivizing, and compensating entrepreneurial leadership
Advantages of venture capital without the drawbacks
Borrowing the best of the VC model without the high costs and "forced harvest"
Outflanking middle management
Overcoming the traditional obstacles to internal venturing
Joel M. Shulman holds a Term Chair and is an Associate Professor of Entrepreneurship at Babson College. In addition to his Ph.D., CFA, and CMA credentials, he has an MPA from Harvard, where he conducted much of his research. He directs the Shulman Review Program, which provides training for investment professionals throughout the world. He has consulted extensively for both small entrepreneurial firms and large corporations, including Coldwell Banker, Ford, Freddie Mac, Kmart, Merrill Lynch, Salomon Brothers, Sears, and UNISYS. He has also consulted for the World Bank, assisting in the development of capital markets throughout Central Asia and the former Soviet Union.
Shulman is author or co-author of Encyclopedia of Business; Leasing for Profit: Alternatives to Conventional Financing; Planning Cash Flow; How to Effectively Manage Corporate Cash: A Manager's Guide to Financial Analysis; The Job of Corporate Controller; and How to Manage and Evaluate Capital Expenditures.
Thomas T. Stallkamp is Vice Chairman and CEO at MSX International, a global provider of collaborative enterprise services. He previously served as Vice Chairman of DaimlerChrysler, where he earned a global reputation for improving quality and cost-efficiency by developing new business processes and enhanced partnerships with the automotive supply community. During his term as President, Chrysler was the auto industry's most profitable company.
Stallkamp serves on the boards of Visteon Corporation and Baxter International. He is also on the board of advisors of Georgetown University's McDonough School of Business, and he teaches at Babson College's Graduate Entrepreneurship Center. He has received two Honorary Doctorates, from Georgetown University and Miami University.
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Book Description FT Press, 2003. Book Condition: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: Acknowledgements. Introduction. 1. Grow Smarter or Die: The Formation of a Strategic Entrepreneurial Unit (SEU). The SEU: A New Model of Growth. Why Corporate America Needs a New Growth Model. What the SEU Needs to Succeed. What the SEU Can Achieve. Anatomy of an SEU. The Traditional VC Model. Short Term Is Out-Long Term is In. A Fresh Perspective. Large Companies Should Win. 2. The Corporate Life Cycle: Why Can't Businesses Grow Forever? Is Corporate Death Inevitable? Corporate Renewal Programs. Corporate Life Cycle. The Evidence. How Big and Old Do Public Companies Get? Typical Profile of a Fortune 500 Company? Why Don't Big Companies Grow Forever? Let's Ask the Experts. Extending the Life Cycle: A Few Cases in Point. Company at Point "A". Company at Point "B". Company at Point "C". Company at Point "D". Company at Point "E". Creating a Template for Future Corporate Empires. 3. What's Wrong with the Current System? Compensation without Long-Term Value Creation. High Compensation without Revenues-Now That's a Problem. Money Is Not Everything-But It's Pretty Darn Important. Whatever Goes Up Return without Risk: Not Bad if You Can Get It. Want Growth? Just Acquire It. CEOs May Serve Themselves First. Management by the Numbers: Executive Compensation and Shareholder Return. Highest Paid = Highest Performance? A Look at Business Week's Top 20. CEO Influence: Examples of Style. Lessons Learned? Do Senior Agents Represent Themselves More than Other Stakeholders? Incentive Orientation: Things Need to Change. 4. Resistance to Change- Ways to Leverage the Concrete Middle. Just Do It My Way and Don't Ask Questions. Inbred Management at Ford Purchasing. The Problem of the Concrete Middle. An Organized Resistance Campaign. Problems with Culture: The Case at Chrysler/Daimler. A Question of Culture. Using the SEU to Overcome the Concrete Middle. 5. Growth Models Need to Change. The Race for Corporate Growth. All Growth Is Not Equal. High Growth: Does It Guarantee Fame and Fortune? Career Paths on the Fly: Action = Money. Going Public-The Ultimate Harvest Vehicle? Ways to Grow-Complex ProblemsSo Little Time. Why Acquire? Why Not?-It's Fast. Why Acquired Growth Doesn't Work-Who Stays and Who Goes? Changing Goals and Culture Over Time: We Need a New Model of Growth. Growth in Revenues Does Not Equal Growth in Stock Price. 2001 to 2003-Post-Evaluation Period. Conclusions. 6. A New Growth Model. Bureaucratic Companies Begin as Entrepreneurial Firms. If Only They Had Stayed Corporate America Needs to Capture the Growth of New Ventures. From Spinouts to Corporate Venturing: Growth Models Past, Present, and Future. Corporate Intrapreneurship. Corporate Spinouts. Corporate Venturing. Corporate Venturing with Venture Capitalist Participation. SEU. SEUs: A Combination of Old Models with a New Twist. Reverse SEU-The Start of Xerox. Anatomy of an SEU: Getting Between 0 and 100%. Facilitator-A VC without the Equity, Control, and Harvest Motivation Role of the Facilitator. Compensation-Providing More than a Salary. Equity Grants. What If It Doesn't Work?- Lifeline Back to Parent. Harvest: The Key Driver in Most Deals. Intellectual Property: Who Owns What? Financing: Expanding the Project Beyond the R&D Budget. Board of Advisors: Who Drives the Direction? Summary and Rationale of SEU. Summary. 7. Implementing the SEU. When to Use an SEU. Technologi. Bookseller Inventory # ABE_book_new_0130084220
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Book Description Prentice Hall, 2003. Hardcover. Book Condition: Neu. Gebraucht - Sehr gut Unbenutzt. Schnelle Lieferung, Kartonverpackung. Abzugsfähige Rechnung. Bei Mehrfachbestellung werden die Versandkosten anteilig erstattet. - A breakthrough model for growth in today's stagnant mega corporations, this is the first book to provide practical methods for actually creating and implementing smaller units within large companies to enable continued growth. 215 pp. Englisch. Bookseller Inventory # INF1000001775
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