Marcus Alexander

MA, MBA

Marcus Alexander is a director of the Ashridge Strategic Management Centre. Marcus teaches on several executive education programmes at Ashridge, and his research and teaching interests focus on corporate-level strategy, the links between strategy and organisational design, and the use of outsourcing. He is the co-author of a recent book Strategy for the Corporate Level and is a regular contributor to the Harvard Business Review and other management publications.

Before joining Ashridge, Marcus worked in investment banking and in strategy consulting at the Boston Consulting Group in several countries. He serves on the boards of companies in three countries, is a Professor at the London Business School, and a Visiting Professor at the Vlerick Business School in Gent.

Marcus holds an MA with Congratulatory Double First class honours from Christ Church, Oxford, and an MBA with High Distinction from the Harvard Business School, where he was a Harkness Fellow and a Ford Scholar.

Marcus Alexander

Publications

Strategy for the Corporate Level

Almost all companies need a strategy at the corporate level that is in addition to the strategies for products or markets or business divisions. So this book is for any manager with responsibilities for multiple business divisions. It is also for any student, advisor or more junior manager who wants to understand the challenges that corporate managers face and how they make decisions.

Strategy for the Corporate Level: Where to Invest What to Cut Back How to Grow Organisations with Multiple Divisions. Andrew Campbell, Jo Whitehead, Marcus Alexander and Michael Goold, ISBN: 978-1-118-81837-4, 416 pages, April 2014, Jossey-Bass

When You Shouldn't Go Global

Alexander, M. & Korine, H. (2008) When You Shouldn't Go Global, Harvard Business Review, Vol. 86, Issue 12, pp. 70 - 77, December

Outsourcing: Multiple Trends with Multiple Implications

Alexander, M. (2005) Outsourcing: Multiple Trends with Multiple Implications, in Above the Clouds, European Foundation for Quality Management

Various interviews for BBC 9 o'clock news and BBC World Service

Alexander, M. (2004) Various interviews for BBC 9 o'clock news and BBC World Service

Taking It Out Of House

Alexander, M. (2004) Taking It Out Of House, The Times, Special Supplement: Managing for Growth, 2 March

Interview in Capital magazine

Alexander, M. (2003) Interview in Capital magazine (Turkey), December issue

Interview in Sabah newspaper

Alexander, M. (2003) Interview in Sabah newspaper (Turkey), 26 October, p. 11

Interview in Millyet newspaper

Alexander, M. (2003) Interview in Millyet newspaper (Turkey), 26 October, p. 13

Interview on CNBC

Alexander, M. (2003) Interview on CNBC, Istanbul, 24 October

Interview on CNN

Alexander, M. (2003) Interview on CNN, Istanbul, 24 October

Strategy and Complexity

Alexander, M. (2003) Strategy and Complexity, HR Future, South Africa, October

The Philosophy of Outsourcing

Alexander, M. (2002) The Philosophy of Outsourcing, Financial Times, FT Survey, 20 September

Global Advantage

Alexander, M. (2001) Global Advantage, in Financial Times Handbook of Management, 2nd edition, ed Crainer and Dearlove, FT Prentice Hall

Global Parenting

Alexander, M. (2001) Global Parenting, in Globalization:The External Pressures, (ed) Kirkbride, P., John Wiley & Sons

New Developments in Strategy for the E-Economy

Campbell, A. & Alexander, M. (2000) New Developments in Strategy for the E-Economy, one day seminar with IIR, South Africa, 15 June

Why Deals Fail

Alexander, M. (2000) Why Deals Fail, Chapter 3, Managing Mergers & Acquisitions, CBI/IBM Business Guides, Caspian publishing

The Value in Corporate Alliances

Alexander, M. (1999) The Value in Corporate Alliances, Economic Bulletin, Singapore, August

The 21st Century Organisation

A report on strategic partnering trends in Europe

Alexander, M. (1999) The 21st Century Organisation, IBM Global Services

Corporate Strategy & Parenting Theory - 1998

Goold, M., Campbell, A. & Alexander, M. (1998) Corporate Strategy & Parenting Theory – Briefcase, Long Range Planning, April

Corporate Strategy & Parenting Theory

This paper provides a brief summary of what we at the Ashridge Strategic Management Centre believe we have learned about corporate strategy over the last ten years. It lays out the basis for our ideas about corporate parenting and the implications of parenting theory for management decisions. It is structured around nine propositions, each of which attempts to convey both what we have learned and why it matters. The paper concludes with our views about where future research priorities should lie.

Have you thought about attending a management programme on this topic? Try [Group Level Strategy]

This article is available to download in full direct from Long Range Planning (Science Direct) [Corporate Strategy and Parenting Theory]

Goold, M., Campbell, A. & Alexander, M. (1998) Corporate Strategy & Parenting Theory – ASMC (10th anniversary), April

The Value of the Parent Company

Alexander, M., Campbell, A. & Goold, M. (1998) The Value of the Parent Company, in De Wit, B. & Meyer, R. Strategy: Process, Content, Context: An International Perspective, International Thomson Business Press

The Business Case for Outsourcing

Alexander, M. (1998) The Business Case for Outsourcing, in Outsourcing Practice Manual, Sweet & Maxwell

What’s Wrong With Strategy?

[What's Wrong with Strategy?]

Campbell, A. & Alexander, M. (1997) What’s Wrong With Strategy? Harvard Business Review, November/December

Getting to Grips with the Virtual Organisation

Alexander, M. (1997) Getting to Grips with the Virtual Organisation, Long Range Planning, Vol.30, No.1

Managing the Boundaries of the Organisation

Alexander, M. (1997) Managing the Boundaries of the Organisation, Long Range Planning, Vol.30, No.5

Understanding Large Companies and Why They are Demerging

Campbell, A., Alexander, M., Goold, M. & Sadtler, D. (1996) Understanding Large Companies and Why They are Demerging, ASMC pamphlet, March

Strategic Outsourcing

Alexander, M. & Young, D. (1996) Strategic Outsourcing, Long Range Planning, Vol.29, No.1

Outsourcing: Where’s the Value?

Alexander, M. & Young, D. (1996) Outsourcing: Where’s the Value?, Long Range Planning, Vol.29, No.5

A New Model for Reforming the Planning Review Process

Alexander, M., Campbell, A. & Goold, M. (1995) A New Model for Reforming the Planning Review Process, Planning Review, Vol. 23, No.1

Planning for Planners

Alexander, M. (1995) Planning for Planners, Long Range Planning, Vol.28, No.3

Parenting Advantage: The Key to Corporate Level Strategy

Alexander, M., Campbell, A. & Goold, M. (1995) Parenting Advantage: The Key to Corporate Level Strategy, Prism, Second Quarter

A Good Fit?

Alexander, M., Campbell, A. & Goold, M. (1995) A Good Fit?, Business Strategy International, First Quarter Vol.5, No.3

The Value of the Parent Company

Campbell, A., Goold, M. & Alexander, M. (1995) The Value of the Parent Company, California Management Review, Vol.28, No.6, pp.107 - 108

Corporate Strategy: The Quest for Parenting Advantage

While the core competence concept appealed powerfully to companies disillusioned with diversification, it did not offer any practical guidelines for developing corporate-level strategy. To fill the gap, the authors propose the parenting framework, with tools for answering two questions: Which business should a company own? What parenting approach will get the best performance from those businesses? To determine the fit between a parent and its businesses, corporate strategists should look at four areas: the critical success factors of the business, the parenting opportunities in the business, the characteristics of the parent, and the financial results. Next, to determine which businesses to keep and which to divest, they should rank them into five categories: those that fit well; those that fit in some ways; those that fit but have little potential; those with a p possibility of value destruction; and those that fit in parenting opportunities but not in critical success factors.

Have you thought about attending a management programme on this topic? Try [Group Level Strategy]

This article is availble in full direct from Harvard Business Online [Corporate Strategy: The Quest for Parenting Advantage]

Campbell, A., Goold, M. & Alexander, M. (1995) Corporate Strategy: The Quest for Parenting Advantage, Harvard Business Review, March - April

Corporate Strategy

Alexander, M. (1995) Corporate Strategy, sections in Croner’s A-Z Guide for HRM Professionals

Corporate-level Strategy: Creating Value in the Multibusiness Company

Goold, M., Campbell, A. & Alexander, M. (1995) Corporate-level Strategy: Creating Value in the Multibusiness Company, Manageris - la lettre de synthese des meilleurs ouvrages de Management, No. 25, March

Valuing the Corporate Parent

Alexander, M. Campbell, A. & Goold, M. (1994) Valuing the Corporate Parent, Directions - The Ashridge Journal, December

Parent Power

Campbell, A., Goold, M. & Alexander, M. (1994) Parent Power, The Economist, 1 - 7 October

The Value of the Parent Company - 1994

Campbell, A., Goold, M. & Alexander, M. (1994) The Value of the Parent Company, ASMC Working Paper, April

Corporate Level Strategy: Creating Value in the Multibusiness Company

Campbell, A., Goold, M. & Alexander, M. (1994) Corporate Level Strategy: Creating Value in the Multibusiness Company, John Wiley, New York

De Waarde van de Moedermaatschappij

Campbell, A., Goold, M. & Alexander, M. (1994) De Waarde van de Moedermaatschappij, Holland Management Review, No.41

How Corporate Parents Add Value to the Stand-Alone Performance of Their Businesses

Goold, M., Campbell, A. & Alexander, M. (1994) How Corporate Parents Add Value to the Stand-Alone Performance of Their Businesses, Business Strategy Review, Vol.5, No.4

Strategic Fatigue

Alexander, M. (1992) Strategic Fatigue, Long Range Planning, Vol.25, No.2

Disintermediation – Redefining the Role of Corporate Headquarters

Alexander, M. (1992) Disintermediation – Redefining the Role of Corporate Headquarters, Long Range Planning,Vol.25, No.6