In March 2001, the chief investment officer of a British asset management company is reflected in the dramatic transformation of the company in the 1990s, and how it should continue to adapt in the future. Current forces of change in the industry makes carefully review the firm's strategy and structure. Three discrete issues are: a) the degree of centralization and decentralization, and b) the location of financial analysts (in the center of London or "field" around the world), and c) the suitability of the top Henderson down, thematic approach that emphasizes the analysis of the sector. Case can be used in both the executive and educational programs such as a knife, because it raises a lot of issues and creates a sense of drama about the strategic turbulence in the industry. This case provides a fertile ground for a more detailed case problems and motivates students to study carefully any assumptions about the development of the global asset management industry. Three main lessons come out of the discussion: (1) due to the strategic corporate reorganization of turbulence in the industry. Understanding the sources of turbulence as the basis for setting the strategy and design of the structure of the organization is necessary. In this industry, the main sources of turbulence of globalization, technological change, deregulation, increased integration of capital markets and demographic changes. (2) Core competencies are useful focal point on design strategy and organization. Traditional strategic planning is focused on the position in the market. More recent approaches use analysis of the key competencies that create strategic advantage. The main issue for Henderson in how to use the skills he now has and how to build new ones. (3) Change management is, in fact, the process of governance.
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by Robert F. Bruner, Dennis Hall, Roger Mitchell, Craig Ruff Source: Darden School of Business 20 pages. Publication Date: May 10, 2001. Prod. #: UV0466-PDF-ENG
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