Developing Business Strategy Dialogues at DSM

Jean-Pierre Jeannet and Hein Schreuder

Chapter 5 in From Coal to Biotech, 2015, pp 85-108 from Springer

Abstract: Abstract In the early 1990s, DSM went through its third wave of organizational decentralization, called Concern 2000, with the overall theme to ‘decentralize, unless…’. Thus, the question arose whether business strategy could also be decentralized. At the same time, the company wanted to install a better system of performance measurement. A first proposal to do so came from McKinsey, the consulting firm hired to assist with Concern 2000: it amounted to a ‘shareholder value’ approach. When the company had rejected this approach, it installed an internal working group to develop an alternative system. Building on the marketing concepts of IMPACT and a suggestion by Jeannet to adopt a ‘strategic dialogue’, this group developed a home-grown system of business strategy development and performance measurement: the Business Strategy Dialogues.

Keywords: Cash Flow; Business Group; Strategic Choice; Strategic Group; Discount Cash Flow (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-662-46299-7_5

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DOI: 10.1007/978-3-662-46299-7_5

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