What would be the key issues for the corporate parent of a
diversified organisation with a multi-domestic international strategy (see
Chapter 8 ) wishing to change to a more related portfolio? Consider this in
terms of (a) the strategic capabilities that the parent might require (
Chapters 3and 7 ), (b) the implications for organising and controlling its
subsidiaries ( Chapter 13 ), (c) the likely blockages to such change and (d)
how these might be overcome ( Chapter 14 ).
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