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RSM - Bedrijfskunde : Artikelen Strategisch Management 2012

HC 1 STRATEGISCH MANAGEMENT
Bradley, Hirt & Smit (2011) Have You Tested Your Strategy Lately? There are 10 tests for assessing principles and improving strategies: 1. Will your strategy beat the market? Just playing along with the market isnt as safe as it seems. Weaker contenders in business win often when they deploy a divergent strategy. 2. Does your strategy tap a true source of advantage? Competitive advantage stems from positional advantages and special capabilities. In a dynamic view, every competitive advantage that you have becomes less over time. 3. Is your strategy granular about where to compete? Companies should strive to outposition competitors by regularly reallocating resources as opportunities shift within and between segments. 4. Does your strategy put you ahead of trends? To see which trends really matter, assess their potential impact on the financial position of your company and articulate the decisions you would make differently if that outcome were certain. 5. Does your strategy rest on privileged insights? Companies that go out of their way to experience the world from their customers perspective develop better strategies. 6. Does your strategy embrace uncertainty? Begin by removing as much uncertainty that influence strategic decision-making as possible. Then carefully analyze the remaining, irreducible uncertainty, which should be at the heart of your strategy. 7. Does your strategy balance commitment and flexibility? The greater the commitment you make, the less flexibility remains. A market-beating strategy will focus on just a few crucial, high-commitment choices to be made now, while leaving flexibility for other such choices to be made over time. 8. Is your strategy contaminated by bias? Strategy is prone to faulty logic. Thus, its critical to have different opinions and to maintain a culture of challenge. Also imagine yourself in a future where your decision turned out to have been mistaken and identify why that might have been so. 9. Is there conviction to act on your strategy? To move ahead with implementation, you need to openly question the old assumptions and allow managers to develop a new set of beliefs in tune with the new situation. CEOs and boards must make sure that the whole team actually shares the new beliefs that support the strategy. 10. Have you translated your strategy into an action plan? You must define clearly what you are moving from and where you are moving to. Most importantly, the effort put into aligning the strategy with the available budget will pay off many times over.

Simons (2010) Stress-Test Your Strategy All executives should ask these 7 questions to spot inefficiencies and ensure their strategies' success: 1. 2. 3. 4. 5. 6. 7. Who is the primary customer? Do shareholders, employees or customers come first? What critical performance variables are tracked? What strategic boundaries are set? Is creative tension generated? How commited are employees to cooperating with each other? What strategic uncertainties keep you awake at night?

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 The questions are intended stimulate engagement. Its important to remember the following things when asking these questions: ask the whole team, pose the questions face-to-face (you cant get real engagement from a distance or by e-mail), discussions must cascade down the organization and not stay stuck at the top, operating managers are the key (they are the ones who can commit to action and who are responsible for results), the debate must be about what is right and not who is right and finally always think "What am I going to do about it?".

HC 2 DYNAMISCHE OMGEVING
Hensley, Knupfer & Pinner (2009) Electrifying Cars: How Three Industries Will Evolve Het artikel bespreekt wanneer investeerders hun geld terugverdienen als het om elektrische autos gaat. Doordat batterijen steeds goedkoper worden door verbeterde technologie, verwacht men dat de doorbraak van elektrisch rijden tussen 2015 en 2020. De doorbraak is afhankelijk van de concurrentie/substitutie van andere soorten autos, van de resources, suppliers en subsidies. Voor elecktrische autos is verder ook de vraag welk deel van de productiechain de garantie van de batterij voor zijn rekening neemt.

Reeves & Deimler (2011) Adaptability: The New Competitive Advantage Globalization, new technologies and greater transparency have conquered the business environment. In this period of risk and uncertainty, managers are finding competitive advantages that constantly need to be readapted rapidly. Companies have to adapt by: reading and acting on (weak) signals of change, experimenting rapidly and frequently (which means experimenting with products, services, business models, processes and strategies), acquiring the skills to manage complex multi-stakeholdersystems and most important they have to motivate employees and partners.

Ofek & Wathieu (2010) Are You Ignoring Trends That Could Shake Up Your Business? There are 3 strategies for leveraging trends to create new value propositions: infuse and augment (improving traditionally offered products/services by adjusting them according to trends, but keeping the same core product), combine and transcend (combine the traditionally product/service with trends, which may lead to a new market) or counteract and reaffirm (only react to negative reactions of the trend by offering new products and services).

Pfeffer & Sutton (2006) Evidence Based Management Managers often rely on old knowledge they picked up in school. They could learn from practitioners of evidence-based medicine, a movement of physicians that try to avoid using the usual resources and are instead applying research that is clinically most relevant. Managers should do the same. The challenge is to ground decisions in the latest and best 2

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 knowledge of what actually works, despite that the evidence is weaker in business. Like medicine, management is learned through practice and experience. Yet managers (like doctors) can practice their craft more effectively if they relentlessly seek new knowledge and insight, from both inside and outside their companies, so they can keep updating their assumptions, skills, and knowledge.

HC 3 LANGE TERMIJN SUCCES


Cross, Gray, Cunningham, Showers & Thomas (2010) The Collaborative Organization: How to Make Employee Networks Really Work The leading question: How can companies build more collaborative and innovative organizations? Employee networks can have profound impacts in transforming rigid organizations into flexible units that can adapt and innovate. In making these changes some traditional management methods need to disappear and make place for a different, more collaborative management model. Although organizational charts and standardizes processes can provide important underpinnings, they are not flexible enough to support the types of internal and external collaborations and partnerships that companies need to maximize value. Executives should analyze employee collaboration networks to discover how highperforming individuals and teams connect. Networks should be designed to optimize the flow of good ideas across function, distance and technical specialty. Network analysis can show where too much connectivity slows decision making.

Network analysis can improve performance in four critical ways: 1. Attain benefits of scale through effective global collaboration: Organizations can construct teams to leverage diverse expertise and drive adoption of new ideas across geographies. By carefully studying collaboration challenges across functions and geographies, they can identify gaps and enhance connectivity and best practice transfer in targeted ways. Drive work force engagement and performance: Uncovering the network characteristics of high performers can show employees who play similar roles how to improve their own performance. It can help leaders identify the individuals who energize the organization and how to leverage their contributions. Align collaborative with business partners and external stakeholders: CIOs need to know how effectively their units serve the needs of business stakeholders. By creating a detailed map of the existing cross-departmental relationships, they can see where innovations are occurring, where sufficient support is being provided and where investments should be made. Minimize network inefficiencies and costs: Although collaboration is often seen as a virtue, too much collaboration at too many organizational levels can be a negative. It is important to reduce network connectivity at points where collaboration fails to produce sufficient value. 3

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RSM - Bedrijfskunde : Artikelen Strategisch Management 2012

Hargadon & Sutton (2000) Building an Innovation Factory Dit artikel gaat over hoe bedrijven het beste innovatie kunnen stimuleren. Het volgende 4 stappen plan wordt als een manier aangedragen om innovatie te stimuleren. Een bedrijf maakt hierbij gebruik van een knowledge broker (kennismakelaar), dit is een persoon die zich alleen maar bezig houdt met de innovaties en ideen binnen een bedrijf. Het stappenplan bestaat uit de volgende stappen: De Knowledge-Brokering Cycle Stap 1 = Het vangen van goede ideen. Kennismakelaars zijn continu bezig met het verzamelen van goede ideen, ze zien oude ideen als hun primaire grondstof voor nieuwe ideen. Stap 2 = ideen levend houden door ze te delen. Ideen moeten rond gedeeld worden om bruikbaar te zijn. Kennismakelaars zorgen ook voor de verspreiding van informatie over wie wat weet in een organisatie. Stap 3 = Nieuwe toepassingen voor oude ideen bedenken. Hiervoor is het nodig dat oude ideen bewaard zijn gebleven en gedeeld zijn. Stap 4 = Testen van veelbelovende concepten. Het testen van innovaties of ze commercieel potentieel hebben.

Bedrijven kunnen deze stappen op verschillende manieren implementeren: Grote bedrijven kunnen ervoor kiezen om grote interne consulting-groepen te starten die zich alleen maar bezighouden met kennisbehoud, en innovatie stimulatie. Bedrijven die niet zon consultinggroep willen opstarten kunnen er ook voor kiezen om een kennismakelaar van buitenaf in te huren. Het inhuren van personen die tegen dezelfde soort problemen zijn opgelopen kan een efficinte manier zijn om verse oplossingen aan te dragen. Innovatie en creativiteit zijn eigenlijk niet zo heel mysterieus als je denkt: het komt eigenlijk neer op het opnieuw toepassen van ontwikkelde ideen op nieuwe situaties.

Malone, Laubacher & Dellarocas (2010) The Collective Intelligence Genome Companies as Google, Wikipedia and Threadless are examples of the strategic and incredibly successful use of online collective intelligence combinations. But many companies don't know how to benefit from this powerful way to do business. In the view of many managers the collective intelligence seem cool but hard to replicate, like magic. To unlock the potential of collective intelligence, managers instead need a deeper understanding of how these systems work. They need not magic, but the science from which the magic comes. Therefore, they need to know by whom its done (by the hierarchy, where the authority assigns people to perform the task or by the crowd, where someone within a certain group can contribute whenever he/she wants to). Also they must know why people take part in the activities (are their motivations money, love or glory)? Finally, they have to know hot its being done (created through a collection, contest or collaboration and decided in a group or individually?

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012

Malone, Laubacher & Johns (2011) The Age of Hyper Specialization Labor is becoming more knowledge-based and communication technology advances, resulting in hyperspecialization. Work previously done by one person is divided into morespecialized pieces done by multiple people, achieving improvements in quality, speed and cost. Managers who want to capitalize on hyperspecialization's possibilities are forced to learn (1) how best to divide knowledge work into discrete tasks, (2) recruit specialized workers, (3) ensure the quality of the work and (4) integrate the pieces into a final whole. 5

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 Meanwhile, hyperspecialization also creates potential dangers, because hyperspecialized workers receive more freedom like working from home or choosing their own working hours. This results in digital sweatshops where workers are exploitated online. Additionally, workers are so specialized that they become less aware of the larger purposes to which they are contributing or have little idea what their work is used for. To lessen this problem, global rules and practices and a new form of "guilds" should provide workers with a sense of community and support for professional development. We're also witnessing the rise of a new class of intermediaries: firms that connect enterprises with tasks to complete and communities of hyperspecialized workers. If these niche firms start-ups can mature into larger-scale and more trusted suppliers of work, hyperspecialization will go mainstream. They will grow by increasing their worker communities and client bases in tandem, ensuring that the hyperspecialized workers have plenty of projects to choose from and the enterprises have sufficient pools of talent to draw on. The leaders will be those whose security, project management and quality control offer the greatest assurance.

HC 4 GENERIEKE STRATEGIEN & EXTERNE SAMENWERKING


Capron & Mitchell (2010) Finding the Right Path The typical organization relies on one main path to growth. Some companies develop most resources that they already have (internally), while others focus on licensing, joint venturing or M&A (externally). To select the best tactics for the current situation, ask three basic questions: 1. Are existing resources relevant to your new needs? If they are relevant, internal development makes sense. Otherwise, you'll need to go outside the firm. 2. What kind of relationship you should pursue with a provider? If you and your provider both have a shared understanding of the resources' value, a purchase contract is a sensible choice. Otherwise, consider a partnership/alliance or an acquisition. 3. Does it pay off to have a very close relationship with a provider? Because M&A is the most complex option reserve it for cases in which it really pays off to have a deep relationship with the resource provider. If generating the resources you want requires the involvement of many people and units, M&A may be a better solution than a partnership.

Leinwand & Mainardi (2010) The Coherence Premium The coherent company is one that has its differentiating internal capabilities aligned with an appropriate external market position. Most companies pay too much attention to expansion and dont build enough differentiated capabilities. A few companies start from the opposite direction: they develop capabilities that they're really good at and then align what they do well with the right marketplace opportunities. But how do you capture the coherence premium (reward for being a coherent company)? You must first determine how incoherent you are. This simple diagnostic will help you 6

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 determine the areas where coherence is embedded in your organization and where you may be going off the rails.

Wassmer, Dussauge & Planellas (2010) How to Manage Alliances Better Than One at a Time Its important for companies to maintain good relationships other businesses. Managers should provide proper analysis of such alliances. Alliance portfolios have become a popular and important strategic device for companies, because companies have the chance to ensure that their alliances are worth more as a whole than as the sum of their individual parts. Alliance formation is bringing together multiple business units, thus presenting numerous possibilities for mismanagement. By sitting down around one table, decision makers from different units can better understand eachothers perspectives, realize how a new alliances might be harmful elsewhere in the organization and bargain to create a mutually acceptable solution. Companies will find it easier to arrive at decisions in which overall corporate objectives prevail over individual business-unit interests. Finally, working out the business case for an alliance will force all parties involved in the process to quantify, or at least estimate, the benefits and the downsides of the potential partnership and allow for a somewhat more objective evaluation of the implications of forming that particular alliance.

HC 5 STRATEGISCHE VERNIEUWING IN INTERNATIONELE CONTEXT


Atsmon, Kertesz & Vittal (2011) Is Your Emerging-Market Strategy Local Enough? Een krachtige emerging-market strategy ontwikkelen is tegenwoordig zeer belangrijk voor veel multinationals. Zeven opkomende economien (China, India, Brazili, Mexico, Rusland, Turkije en Indonesi) zullen naar verwachting 45% van het wereldwijde BBP-groei gaan leveren. Een strategie ontwikkelen op land-niveau is niet meer genoeg om de opkomende concurrentie en snel groeiende markt bij te houden. Vaak groeien de afgelegen, armere delen van een land harder een grote plaats in dat land. Door dus verder te kijken dan alleen de grote steden in een land kan de multinational een concurrentievoordeel opbouwen. De juiste strategie hangt niet alleen af van de eigenschappen van de nationale markt (zoals verstedelijking), maar hangt ook af van de grootte van een onderneming, positie en aspiraties. In dit artikel wordt er als eerste gefocused op de stad-cluster benadering in snel groeiende Chineese steden. Daarnaast wordt er gekeken naar kosteffectieve marktdekking in India. En als laaste wordt er gekeken naar regionale kansen in Brazili. Targeting de juiste clusters in China In China bestaan er 22 homogene clusters die gezien kunnen worden als n markt voor strategische besluitvorming. Door deze clusters te rangschikken kan dit de onderneming helpen om de effectiviteit te verbeteren van de distributie netwerken, supply chains, verkoop focus en marketing strategien. Deze benadering kan bedrijven helpen om

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 kosteffectieve kansen te vinden in aantrekkelijke kleinere steden. Daarnaast helpt het ook om schaalvoordelen te creren. 4 belangrijke tips om een stad-cluster te ontwerpen: 1. Focus op clustergrootte en niet op stadsgrootte. 2. Kijk verder dan historische groei percentages. (in armere clusters is alles nog in opkomst en kan de markt harder groeien dan in al bestaande rijkere clusters) 3. Laat je niet misleiden door algemeenheden. (kijk voor een marketingstrategie naar de regio zelf en niet naar het hele land, elk deel vereist een ander soort marketing en niet allemaal zijn ze geschikt voor elke regio) 4. Laat de cluster flexibel zijn. (een cluster opdelen in deelmarkten kan efficient zijn, maar het aantal deelmarkten moet tussen de 20 en 40 blijven, anders is het niet meer rendabel) Kosteffectieve marktdekking in India Om financile en menselijke bronnen goed te kunnen alloceren moeten ondernemingen focussen op een gedeelte van het geheel. Dus op een gedeelte van alle clusters, een aantal steden, of een paar landen. Benutten van nieuwe regionale kansen in Brazili Brazili is al langere tijd een bekende plek voor multinationals om te vestigen. Echter, deze multinationals richten zich voornamelijk op het (meer) welvarende zuidelijke deel van het land (oa So Paulo). Echter, in het noorden liggen er veel meer kansen voor deze multinationals. Het inkomen per hoofd is nog maar de helft van dat in So Paulo, maar de economie groeit daar het snelst. Er is geen one-size-fits-all-strategy voor opkomende markten De groeimogelijkheden hangen af van regionale verschillen in concurrentie niveaus, inkomen, product groeicijfers, voorkeuren van consument, retail kanalen etc. De traditionale land-strategien niet meer geschikt zijn omdat deze de variabiliteit en sneller veranderingen in deze markten niet opmerken. Ondernemingen die op een gedetailleerdere manier naar groeimogelijkheden kijken hebben een betere kans om te winnen.

Rangan, Chu & Petkoski (2011) Segmenting the Base of the Pyramid The bottom of the economic pyramid (the population of the poorest people in the world) is a risky place for business. Numerous companies failed to understand the importance of support the base-of-the-pyramid communities where they do business. They assume that their responsibilities end once they have provided a needed product or service. But if companies link their financial success with those peoples well-being, decent profits can be made there. To do that effectively, you must understand the nuances of people's daily lives. Start by dividing the base of the pyramid into 3 segments according to people's earnings and related personal needs: low income segment (1.4 billion people; $3 to $5 a day), subsistence segment (1.6 billion people; $1 to $3 a day) and extreme poverty segment (1 billion people; less than $1 a day). Next, consider the roles of various groups in the value-creation relationship: consumers, coproducers and clients. Specific strategies work best with people in certain roles and at particular income levels. Providing appropriate and affordable products and services directly to consumers (like cheap retail) is effective in the low income segment. Enlisting individuals 8

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 or small businesses to provide efficient reach and coverage and engaging the community to co-produce value (for example in the supply chain) is effective in the substinence segment. Forming commercial partnerships with governments and NGOs (providing clean water) is effective in the extreme poverty segment. Success requires appreciating the diversity at the base of the pyramid and the importance of scale in undertaking ventures there.

Zirpoli & Becker (2011) What Happens When You Outsource Too Much? In many industries nowadays, managers have taken deliberate decisions to outsource activities. But how can companies determine which activities they can safely outsource? Managers noted that it was very difficult to balance major trade-offs in the design of the product/service (between technical performance and costs), because outsourcing a part of their system caused managers to have less in-depth knowledge about the technologies underlying each of those outsourced activities. In other words, companies become too dependent on outsource companies if they dont have the same degree of understanding and awareness about how important product or service elements fit together and whats necessary. Therefore, managers have to develop component-specific knowledge (gain in-depth knowledge about the technologies) by practicing learning by doing (act like supervisors, so they can learn about the technologies). This way they can adopt mechanisms for technological renewal (help develop the product/service once they have in-depth knowledge).

HC 6 ORGANISATIESTRUCTUUR
Blenko, Mankins & Rogers (2010) The Decision-Driven Organization: Forget the org chart-the secret is to focus on decisions, not structure An organization is decision-driven when it (re)organizes around decisions concerning its performance. For managers to make the right decisions they must know what drives their performance. In a reorganization, decisions rather than structure should be the primary focus. Thats why a reorganization should start off with a decision audit (identifying the key decisions, given the strategy to create maximum value for your shareholders). To do this effectively, all complex organizations must be broken down into manageable pieces to ensure that roles and responsibilities for making and executing critical decisions are clear. A good way to determine what the important decisions are in your company is to look at the sources of value in your business and then organize the macrostructure around them. This helps managers to develop the skills they need to make decisions quickly and translate them into action consistently. At last, the organization needs to adjust to the new structures to ensure performance improvements. In summary, here are the 6 steps to develop a decision-driven reorganization: 1. Identify your organizations key decisions. 2. Determine where in the organization those decisions should happen (decision audit). 3. Organize the macrostructure around sources of value. 4. Figure out what level of authority decision makers need. 9

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 5. Align other elements of the organizational system, such as incentives, information flow, and processes, with those related to decision making. 6. Help managers develop the skills and behaviors necessary to make and execute decisions quickly and well.

Ernst & Chrobot-Mason (2011) Flat World, Hard Boundaries: How to Lead Across Them Govindarajan & Trimble (2010) Stop the Innovation Wars An innovation initiative is best organized as a partnership between a special team dedicated to those initiatives and the performance engine (the rest of the organization that handles ongoing operations). Nearly all innovation initiatives build on a firm's existing resources. When a group is asked to innovate in isolation, the corporation forfeits its main competitive advantage. Although conflicts between partners are inevitable, they can be managed by following 3 steps: 1. Divide the labor. First, decide which tasks the performance engine can handle, assigning it only those that flow along the same path as ongoing operations. 2. Assemble the dedicated team. Next, assemble a dedicated team to carry out the rest, being careful to bring in outside perspectives and create new norms, as if they were building a new company from scratch. Breaking down existing work relationships and creating new ones is an essential task. 3. Anticipate and mitigate the conflicts. Last, proactively manage conflicts. The innovation leader must take a positive and collaborative approach to working with the performance engine and must be supported by an executive senior. The key here is having an innovation leader who can collaborate well with the performance engine and a senior executive who supports the dedicated team, prioritizes the company's long-term interests and adjudicates contests for resources.

Martin (2010) The Execution Trap: Drawing a line between strategy and execution almost guarantees failure When a strategy fails, the reason cited is usually poor execution. It's commonly held that strategy is distinct from execution, but this is a flawed assumption. The idea that a strategy can be brilliant and its execution poor is wrong. There 2 metaphors to portray the views of strategy and execution. Human body metaphor: In this viewpoint, the brain is the chooser and the body is the choiceless "follower". Translated into the workplace, the executive at the top dictates the strategy and expects everyone below him to mechanically carry it out. This metaphor should be avoided, because it does damage to the corporation. It alienates the people working for it. White-water river metaphor: This is a better metaphor where choices cascade from the top to the bottom. In a company, those in charge (upstream) make broader and more abstract choices and employees (downstream) are empowered to make more concrete, day-to-day choices that best fit the situation at hand. This results in happier customers and more10

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 satisfied employees. For the river to flow properly, a choice maker upstream can set the context for those downstream by doing four things: 1. Explaining what the choice is and why it's been made. Those upstream must explicitly explain their choices and motivations, while allowing those downstream to ask questions. This way people downstream feel empowered rather than constrained. 2. Clearly identifying the next downstream choice. Those who are upstream must guide and inform those downstream, not leave them to make decisions blindly. 3. Offering help with making choices as needed. Part of being a boss is helping subordinates make their choices when they need it. 4. Committing to revisit and adjust the choice based on feedback. The superior party has to realize that his choice is truly open to reconsideration and review.

HC 7 CORPORATE GOVERNANCE
Bays, Goland & Newsum (2009) Using Prizes to Spur Innovation Reward prizes that are used to spark innovation are on the rise, a better understanding of how to use them in the most effective way is needed. An extensive study has been done that studied prizes, interviewed experts in the field and surveyed sponsor to create a better understanding. First finding is that prizes are growing sharply in size, number and variety, the aggregate value of large awards has more than tripled over the past decade. Second, the goals of prizes are also changing: the traditional recognition of excellence is giving way to the promotion of specific innovations and novel ways of achieving certain (business) objectives. Research shows that there are three conditions to determine whether prizes are more effective than other kinds of philanthropic instruments: a clear objective (for example, one that is measurable and achievable within a reasonable time frame), the availability of a relatively large population of potential problem solvers, and a willingness on the part of participants to bear some of the costs and risks. If one or more of these conditions cant be met, potential prize givers should consider alternatives such as grants or a combination of prizes and other instruments. Large cash awards, however, are not prerequisites for success, a critical (and often neglected) area in the development of prizes is measuring their impact and making appropriate changes in response. Ultimately, the ability of prizes to mobilize participants and capital, spread the burden of risk, and set a problem-solving agenda makes them a powerful instrument of change. They offer a valuable form of leverage to sponsors that use them as part of a well designed strategy.

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Selecting the right philanthropic intrument

Matching structure of a prize to the problem at hand Kanter (2010) How to Do Well and Do Good De vraag die al vaak gesteld is, is hoe bedrijven n goed voor de maatschappij kunnen zijn n winstgevend kunnen zijn. Volgens Kante moeten de maatschappelijke behoeften betrokken worden bij de strategie van de onderneming. Veel slimme bedrijven zijn er achter gekomen dat het innemen van een focus op de samenleving hun heeft geholpen een competitief voordeel te behalen. Er zijn een aantal redenen waarom het integreren van maatschappelijk goed ondernemen in de strategie de prestaties van een bedrijf op de lange termijn kan helpen: Het kan een bedrijf versterken door de ogen van een aantal belangrijke groepen: het klantenbestand, het personeelsbestand en het grote publiek Het kan werknemers motiveren, vooral een jongere generatie of werknemers die zoeken naar betekenis zoeken in werk Als een bedrijf sterke waarden heeft, verandert er niets aan waar het bedrijf voor staat op het moment dat het bedrijf besluit andere producten aan te bieden.

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RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 Het denken aan maatschappelijke problemen kan werknemers ertoe aanzetten om innovatief na te gaan denken door ze bloot te stellen aan nieuwe ideen en perspectieven.

De reden dat bedrijven nu opkomende markten willen betreden is omdat die markten aan het groeien zijn. Bedrijven komen er achter dat er veel maatschappelijke en milieubehoeften zijn in die opkomende markten en dat die behoeften een goede bron kunnen zijn voor een nieuw product of service waar mensen voor willen betalen. Het is n goed voor het bedrijf n goed voor de maatschappij. Conclusie: op de lange termijn moeten bedrijven maatschappelijk goed ondernemen om financieel goed te kunnen blijven presteren. Voor ondernemers is het belangrijk om het creren van maatschappelijke voordelen een onderdeel te maken van het bedenken van een strategie.

OToole & Bennis (2009) Whats Needed Next: A Culture of Candor We must stop evaluating leaders simply on the basis of how much wealth they create for investors. Instead, we must look at how they create firms that are economically, ethically and socially sustainable. The first step is to create a culture of candor (an honest and open culture) within the organization, because no organization can be honest with the public if it's not honest with itself. However, the obstacles for increasing transparency in an organization are numerous, because people for example engage in groupthink, tell the boss only what he wants to hear and ignore important facts. Therefore, leaders are the ones to take steps to nurture transparency. They should be open and honest (admitting their errors, encouraging employees to speak truth to power and rewarding constructive criticism), train employees to handle unpleasant conversations (promoting honest communication) and diversify their sources of information (avoiding being blinded by biases). Perhaps the executive leaders must also be selected for their transparent behavior and not just their ability to compete. Finally, organizations that fail to achieve transparency will have it forced upon them. There's just no way to keep a lot of secrets in the age of the internet.

HC 8 ENTREPRENEURSHIP & BEDRIJFSGROOTTE


Kim & Mauborgne (2004) Blue Ocean Strategy Blue Ocean is het creren en betreden van nieuwe markten. Red Ocean is het concurreren in al bestaande markten. Bedrijven volgen vaak geen blue ocean strategy, omdat de kernwaarden van een bedrijf, zoals zoveel mogelijk winst maken en de competitie uitschakelen, niet op de blue ocean strategy van toepassing zijn. Er wordt door deze veronderstellingen van een goed bedrijf weinig gedacht aan het ontwikkelen van een nieuwe, onontgonnen markt. De blue ocean strategy laat deze kernwaarden los en richt zich op nieuwe markten.

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Markides & Oyon (2010) What to Do Against Disruptive Business Models Pil & Holweg (2003) Exploring Scale: The Advantage of Thinking Small

HC 9 TOP MANAGEMENT & LEIDERSCHAP


Campbell, Whitehead & Finkelstein (2009) Why Good Leaders Make Bad Decisions 2 processes in the brain are critical for decision-making: pattern recognition and emotional tagging (intuition and common sense). They both provide us with an evolutionary advantage but can sometimes lead to errors of judgment. If organizations want to save themselves from these errors, they have to know about 3 red-flag conditions that causes these errors: conflicts of interest, attachments to people/places/things and misleading memories that seem useful but arent useful to the current situation. Leaders can counteract those red-flag conditions by injecting fresh experience or analysis, introducing further debate and more challenges to their thinking and imposing stronger governance. What leaders should not do is relying on the wisdom of experienced chairmen, the humility of CEOs or the standard organizational checks and balances. Everyone who is involved in important decisions should consider whether red flags exist and lobby for appropriate counteractions.

Govindarajan & Trimble (2011) The CEOs Role In Business Model Reinvention Many corporations become too comfortable with their existing business models and neglect the necessary work of reinventing them. Therefore the article shows the following three boxes framework.

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RSM - Bedrijfskunde : Artikelen Strategisch Management 2012

Basically the table teaches that while a CEO manages the present (box 1), he or she must also selectively forget the past (box 2) in order to create the future (box 3). This way new strength is given to the company so the chances that the company can survive many future generations increase greatly.

Tushman, Smith & Binns (2011) The Ambidextrous CEO The importance of exploring new businesses and markets is acknowledged, but existing businesses and company resources almost always come first, especially when times are hard. Its suggested that firms only develop well when senior teams lead ambidextrously. Ambidexterity means that constant creative conflicts between the old and the new are encouraged. Successful CEOs should have 3 principles: 1. Develop an overarching identity. For example, a railway company should identify itself broadly as a transportation company instead just a railway company. This encourages forward-looking aspirations that set ambitious targets for growth. 2. Hold tension at the top. Top managers should simultaniously fullfil innovation demands and core business demands. This can be done 2 ways, hub-and-spoke approach and ring-team approach.

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RSM - Bedrijfskunde : Artikelen Strategisch Management 2012

On the left we see the hub-and-spoke approach where the CEO sits at the center surrounded by unit leaders, each of whom communicates with the CEO and not with eachother. On the right in the ring-team approach the business unit leaders also communicate with eachother. 3. Embrace inconsistency. CEOs should have multiple and often conflicting agendas, one for existing business and one for innovative units. Having only one agenda leads to too much consistency and that disencourages innovation.

Watkins (2009) Picking The Right Transition Strategy Leaders who transition into new businesses rely on the skills and strategies that worked for them in the past. According to the author of the article, that's a mistake. He developed the STARS framework to help leaders in transition accurately assess their organizations and adjust their strategies and styles. STARS is an acronym for five common situations leaders move into: Start-up: the challenges of launching a venture or project. Turnaround: saving a business or initiative that's in serious trouble. Accelerated growth: dealing with rapid expansion. Realignment: reenergizing a once-leading company that's now facing problems. Sustaining success: following in the footsteps of a highly regarded leader with a strong legacy of success.

Turnarounds and realignments present especially distinct leadership challenges that call for particular transition strategies. For leaders in transition its important to follow certain fundamental principles. But the way those principles should be followed depends on the business situation, which the STARS framework can help leaders analyze. Leaders have to design effective plans to manage their organizations and themselves.

HC 10 INNOVATIE & EFFICIENCY


Chesbrough (2003) The Era of Open Innovation O'Reilly and Tushman (2004) The ambidextrous organization Ambidextrous organizations constantly look backward, attending to the products and processes of the past, while also looking forward, preparing for the innovations that will define the future. This balancing act requires executives to explore new opportunities and to 16

RSM - Bedrijfskunde : Artikelen Strategisch Management 2012 exploit existing capabilities. For an organization to be succesfully ambidextrous, it must do the following: Separate their new, exploratory units from their traditional, exploitative ones, allowing them to have different processes, structures, and cultures. At the same time, they maintain tight links across units at the senior executive level.

Of utmost importance to the ambidextrous organization are ambidextrous managers (executives who understand and are sensitive to the needs of very different kinds of businesses). They possess the attributes of rigorous cost cutters and free-thinking entrepreneurs while also maintaining the objectivity required to make difficult trade-offs. Building an ambidextrous organization isnt easy, but its concept isnt difficult to understand. Given the executive will to make it happen, any company can become ambidextrous.

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