Key Management Models: The 60+ Models Every Manager Needs to Know

by Marcel van Assen, Gerben van den Berg, Paul Pietersma

With over 33,500 copies sold of the previous edition, the winning formula of this incredibly successful book will remain the same. From SWOT analysis and core competencies to risk reward analysis and the innovation circle, Key Management Models explains each model in a clear, structured and practical way. There is a brief overview of each of the 61 essential models that spans no more than 3-4 pages. For each model you will * The model in a nutshell ('the big idea') * Its applicability ('when to use it') * The practicalities of applying it ('how to use it') * A critical appraisal ('the final analysis') The PERFECT reference book, no matter what business you're in.

Genres: Business, Management, Reference, Nonfiction, Finance, Audiobook, Leadership

249 pages, Paperback

Published January 1, 2009

Reviews

[InvestingByTheBooks.com · Rating 3 out of 5]

If you’re a fundamental long term equity investor or an analyst, a part of your job is probably to discuss the future prospects of companies with the purpose of figuring out if the future looks different than what the equity market is pricing. Most often this then means discussing strategy and process with corporate management. As most portfolio managers are desperately short of time and follow more companies then they dare to admit, the preparation ahead of meetings with corporate management unfortunately often consists of reading a few broker reports and – shamefully – asking a sell-side analyst to send over the questions he would ask. The problem with this is that the questions at times will not be probing enough, they will be too short term and they will not mirror the strategic topics really discussed in the board room.

One way to get closer to the important long term questions is to borrow the models of a profession that is at times actually allowed to attend those board meetings – management consultants. Strategy models offers an excellent chance to discuss the future corporate development in a structured way and as management will feel at home they will enjoy the discussion and perhaps be slightly more open than otherwise. As is said in the foreword to this book: “Management models are not only tools for professionals and managers but essentially they are a way of communicating. Management models bridge differences in abstraction and bring comprehensiveness.” So where do you find the models for your meetings? This book certainty offers one source.

Three consultants from the Dutch management consultancy firm Berenschot has picked out the “60+ models every manager needs to know”. The models are grouped under three fairly loose headlines called Strategic Models covering topics like setting targets, strategic positioning etc., Tactical Models dealing with organization and processes and Operational Models covering execution, implementation and similar issues. The framing is not very strict resulting in a book that basically lines up a bunch of summaries of management models in alphabetical order.

The reader gets to revisit several old favourites such as the BCG Matrix, Porter’s 5 Forces, Kotler’s 4 P’s, Business Process Redesign and the SWOT, plus also to acquaint himself with models he has not used before. Each model is described on three to four pages. In most instances this is enough but at times the description is too brief and the purposes of the models are left somewhat unclear. To some extent this ambiguity could also be due to the fact that English is not the native tongue of the authors. Further, not all models are neatly captured in a nice graph but many are rather more like loose frameworks.

Each model is described under four headlines called The Big Picture, When To Use It, How To Use It and Final Analysis where the later also contains possible criticism regarding the model. I might be wrong, but my impression is that the authors favour the more down to earth models dealing with for example procurement, production or supply chain management rather than the higher level topics of strategic positioning, business unit portfolio management through M&A etc. One big plus in the book is the generous amount of references provided, giving the reader ample opportunities to explore topics further.

There is plenty of material to use in this book even though I would argue that a similar book, Key Strategy Tools by Vaughn Evans fills the role even better. As an investor you sometimes have to tweak the models slightly – or expand them – to take account of how conditions will change between say today and three years forward and if possible, quantify the effect on the profitability of that change. Using your experience and a bit of imagination might just do the trick.

[Tuncay Özdemir · Rating 2 out of 5]

Yaygın yönetim modellerini / yaklaşımlarını tek bir kitapta organize etmesi açısından faydalı bir eser. Özellikle değişime liderlik edilen pozisyonlarda çalışanlar ya da yönetim danışmanları için referans niteliğinde olabilecek bir kitap. Modellerin, strateji, finans, tedarik zinciri / operasyon, bilgi teknolojileri ve inovasyon gibi ana başlıklarla kategorilere ayrılması, modellerin artıları-eksileri ve hangi durumlarda faydalı olabileceği gibi ek bilgiler hoş olmuş. Ancak yine de her referans kitabı gibi okuması çok çok zor. Yazarlar ne kadar uğraşmış olurlarsa olsun konuyu ilgi çekici hale getirmek mümkün değil. Ben de her an bırakabilirim kafasıyla okudum. Neyse ki bitti.

[Alexander Koro · Rating 3 out of 5]

Справочник моделей менеджмента. Дано неплохое описание моделей. Конечно, тем, кто знакомится с моделями впервые, практически использовать их как инструменты невозможно. Но, можно получить реальное и серьезное представление о многих понятиях. Материал хорошо классифицирован и по уровню моделей (стратегические, тактические, операционные) и по функциональным областям менеджмента (финансы, маркетинг, инновации, человеческие ресурсы...) В приложении дана структура (своего рода mind map, такой модный сейчас) в виде Матрицы моделей, что делает книгу очень удобной в использовании, как справочник!
Книга позволяет систематизировать имеющиеся знания, чем очень полезна.

[Stephen · Rating 5 out of 5]

READ 10/2011

Excellent resource for any organizational development professional. Each model is briefly described and classified into one of six types: (a) strategy and organization, (b) finance and governance, (c) marketing and sales, (d) operations, supply chain, and procurement, (e) innovation and technology management, and (f) HRM, leadership and change.

These models are further organized into three broad groupings, including, strategic, tactical, and operational.

[Paula · Rating 3 out of 5]

I found this book to be somewhat interesting. The book outlines management models that are supposed to improve business performance and for decision making. Some of the content seems like something anyone could come up with if they were thinking creatively about their problem.

• Part One covers corporate and business strategy. Some models given were using strategy maps, SWOT analysis (Strength Weaknesses Opportunities Threats), Blue Ocean strategy, and BHAG (Big Hairy Audacious Goal).
• Part Two covers organization and governance. Some models given were the 7-S Framework (Strategy, Structure, Systems, Shared values, Style, Staff, Skills), benchmarking, balanced scorecard, organizational growth model (L.E. Greiner), organizational configurations (H. Mintzberg), overhead value analysis, risk management (they reference The Institute of Risk Management theirm.org), and the value chain.
• Part Three covers finance. Some models given were Capital Asset Pricing Model (CAPM), Discounted Cash Flow (DCF), Net Present Value (NPV), Risk-Reward analysis, DuPont scheme, and Real Options theory.
• Part Four covers marketing and sales. Some models include MABA analysis (market attractiveness of a business activity), 4Ps of marketing by P. Kotler (Product, Price, Place/Distribution, Promotion), customer journey mapping, branding pentagram, client pyramid (A. Curry and J. Curry), and social network analysis.
• Part 5 covers operations, supply chain management, and procurement. Some models include leaning thinking/just-in-time, purchasing model (P. Kraljic), Kaizen/Gemba, business process redesign, Six sigma, root cause analysis/Pareto analysis, value stream mapping, and the EFQM model (European Foundation for Quality Management).
• Part 6 covers innovation, technology management, and e-business. Some models include hype circle, diffusion model, disruptive innovation, Stage-Gate model, innovation circle, Information Technology Infrastructure Library (ITIL), Strategic IT-alignment model, and Open Group Architecture Framework (TOGAF).
• Part 7 covers human resources and change management. Some models include change quadrants, 8 phases of change (John P. Kotter), Six thinking hats (Edward de Bono), team roles (R.M. Belbin), and The Deming Cycle: plan-do-chec-act.
• Part 8 covers leadership and cultural management. Some models include CAGE distance framework (Culture, Administrative, Geographic, Economic), cultural dimensions (G. Hofstede and Fons Trompenaars), focus-energy matrix, 7 Habits of highly effective people (Stephen Covey), and situational leadership.

[Sergey Dudko]

"Do not consider the company as a number of business units, but as a collection of core competencies"

"Keep the disruptive innovation independent: do not integrate it into mainstream business activities as this tends to lower the disruptive power of the innovation"

"30% of managers can be typecast as procrastinators, 20% as disengaged, 40% as distracted and 10% as purposeful"

[Alexander Belugin · Rating 5 out of 5]

Я ещё не прочитал такую же книгу где 1000 моделей, но эта точно хорошая. Каждая модель объясняется с нужным уровнем детализации, местами можно целые книги сэкономить, типа того же Голубого океана. Есть не только прям модели, но и подходы типа 6 sigma.

Не хватает классификации моделей - слышал, что есть prescriptive, есть диагностические, завязанные на время и нет...

[Ann · Rating 4 out of 5]

A very helpful collection and explanation of strategic, tactical and operational management models used in business. However, it’s quite tedious reading all the theories from start to end. Better if case studies are included in each model.

[Ana Sukhishvili]

This book has a nice collection of useful models and these models are categorized well.
However, the book is lacking case studies and/or examples how these models could be deployed.

[Grebbie · Rating 4 out of 5]

A clear and polished summary. Second edition published 2009.

[Dzung Nguyen]

1. Ma trân BCG: Vùng Bò sữa - Vùng Ngôi sao - Vùng Chó mực - Vùng Chấm hỏi
- Không nên do dự trong việc giảm bớt hoặc bỏ qua những sản phẩ chó mực không sinh lời.
2. Chiến lược đại dương xanh
- Tạo ra một thị trường trống chưa được khai phá
- Vô hiệu hóa cạnh tranh
- Tạo ra và thâu tóm nhu cầu mới
- Loại bỏ sự đánh đổi giá trị/chi phí
- Hướng toàn bộ hệ thống các hoạt động của công ty theo sự khác biệt hóa và chi phí thấp.
3. Chiến lược đại dương đỏ
- Canh tranh trong một thị trường đang tồn tại
- Đánh bại đối thủ cạnh tranh
- Khai thác nhu cầu hiện có
- Đánh đổi giá trị/chi phí
- Hướng toàn bộ hệ thống các hoạt động của công ty theo lựa chọn chiến lược khác biệt hóa hay chi phí thấp.
4.

[Nigel Street]

It is what it says and does it pretty effectively. Many of the old favourites and a few that less commonplace. My biggest criticism is that the authors make great stall of the use of practical examples to illustrate the different models, in eality these are few and far between and if they were there would add significantly to the content. As it is, the book serves as a good compendium and source of reference but to do anything meaningful with any of the models further reading is required.

[Julia · Rating 4 out of 5]

Useful book to help with my MBA project work.

[Casey · Rating 4 out of 5]

A concise summary of key management models, making it easy to skim for what you need and find references to dive deeper into the models most relevant for your work.