Developing A Successful Subsidiary Strategy Av Paul Lyons

Most books on business strategy approach the subject from a corporate perspective – covering topics such as the vision for the business, the marketplace, competition, differentiation etc. 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, maximize 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 globalization 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 maximizing their contribution to corporate objectives. It is based on the authors 30 years of experience as an executive in a complex multinational (IBM) organization, supplemented by academic study at Masters and PhD level. The material covered has been verified through workshops over a 3-year period with the senior leadership teams of 25 multinational subsidiaries operating from Ireland.