You can't compete and win alone. Today, constellations of firms allyagainst each other--and the firm that stands alone, may fail alone.
Now there's a start-to-finish guide to the opportunities andchallenges facing today's extended enterprise. Edward W. Davis andRobert E. Spekman show why extended enterprises demand radically newbuyer-supplier relationships, why traditional business structuresinhibit alliances and partnerships, and how to develop the competenciesyour company needs right now.
Drawing on extensive research and new case studies, they offerrealistic strategies for planning, building, and managing the extendedenterprise. You'll learn how to decide when to partner and who topartner with; align processes to improve information flow; andespecially, develop people who'll work well across organizationalboundaries.
Beyond distrust, opportunism, and lip service The businessvalue--and the urgent necessity--of the extended enterprise
Criteria for success: what the research shows Why someextended enterprises succeed and others fail
Trust: the heart of the extended enterprise Specifictechniques for building trust with partners and allies
Building and strengthening the extended enterprise Developingeffective linkages, processes, structures, and dialogue
The role--and limits--of technology What enterprise softwarecan and can't do for your supply chain
Outsourcing in the extended enterprise Leveragingbest-in-breed capabilities--not just cost-reduction
Beyond traditional metrics What you need to measure now, andhow to measure it
Making partnerships and alliances work: new research, powerfulstrategies
- What to make, what to buy, what to borrow, and who to partnerwith
- Overcoming the key internal and external obstacles tosuccessful alliances
- Building trust and commitment acrossorganizations
- Optimizing processes, structures, andinformation flows
- Developing realistic long-term metrics forassessing your partnerships
The Extended Enterprise presents a complete strategicframework for identifying, entering, and managing enterprisepartnerships and alliances. Drawing on the field's latest research,Edward W. Davis and Robert E. Spekman demonstrate why strongpartnerships and alliances are no longer optional, why mostorganizations don't partner effectively, and what to do about it.
Davis and Spekman cover every facet of building the successfulextended enterprise: goals, people, processes, organizational structure,enterprise technology, information flows, metrics, and much more. Aboveall, they offer deep insight into the attitudinal and behavioral changesthat are needed in order to rapidly achieve results and sustain them forthe long term.
EDWARD W. DAVIS, Oliver Wight Professor of BusinessAdministration at University of Virginia's Darden Graduate School ofBusiness Administration, specializes in supply chain management,manufacturing strategy, global sourcing, and developing high-performanceorganizations. He has authored more than 100 case studies and authoredor co-authored three books on project and production management. He hastaught at Harvard Business School, Sloan School of Management at MIT,and the University of North Carolina.
ROBERT E. SPEKMAN is Tayloe Murphy Professor of BusinessAdministration at Darden. He is a globally recognized authority on B2Bmarketing, supply chains, channel management, and strategic alliances.His consulting experience ranges from competitive analysis to strategicmarket planning, distribution design and implementation to strategicpartnering. He has written or edited seven books, and authored orco-authored over 80 articles and papers. Before joining the Dardenfaculty in 1991, Spekman taught at the University of SouthernCalifornia, University of Maryland, and the Norwegian School of BusinessAdministration and Economics.
