Diversification "out of the box" - Roland Berger
Diversification "out of the box" - Roland Berger
Diversification "out of the box" - Roland Berger
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ClientCo has to decide on one coherent model for its corporateholdingOperatorStrategic controllerStrategic architectPortfolio investor> Central management<strong>of</strong> all criticaldecisions> CEO as "generalmanager"> Direct involvement inbusiness> Add value by running<strong>the</strong> business well> Central management<strong>of</strong> key functions,especially technical> Centralization tocapture full value <strong>of</strong>sale benefits> Beyond <strong>the</strong>sefunctions, businessunits maintain fullaccountability> Central control in afew key functionssuch as Finance,HR, etc.> Add value by– Driving betterstrategies– Setting moreambitious targets– Developing stron-ger management> Central capitalallocation> Add value by– Structuring cheapfinance– Buying businessescheap, sellingexpensive– Appointing <strong>the</strong> bestpeople to run <strong>the</strong>businesses inbetween> Singapore Airlines> Coca-Cola> Newell> Ford> Hutchison Whampoa> General Electric> KKR> Berkshire HathawayClientCo?Source: <strong>Roland</strong> <strong>Berger</strong>44