Escolar Documentos
Profissional Documentos
Cultura Documentos
BSA BSB
STRATEGY
TO LAY A FOUNDATION FOR TOMORROWS SUCCESS WHILE COMPETING TO WIN IN TODAYS MARKET
COMPETITIVE STRATEGY
CONCEPT AND DEFINITION THE FIVE TASKS OF STRATEGIC MANAGEMENT BENEFITS OF STRATEGIC APPROACH TO MANAGING
Igor Ansoff
Conducted research on acquisitions by American companies Found acquisitions based on rational strategy fared better than opportunistic decisions Key elements of success paradigm No universal success formula Turbulence level determines the required strategy Strategy aggressiveness to be aligned with the turbulence level Management capabilities and internal capability of firm Cascade of decisions and Gap analysis
Simple Structure Machine bureaucracy Professional bureaucracy Divisionalized form ad hoc racy
Peter Drucker
Management is not just passive, adaptive behavior; it means taking action to make desired results come to pass Managing responsibility for attempting to shape the economic environment, for constantly pushing back the limitations of economic environment Using formal planning, a company could exert some positive control over market forces MBO philosophy of managing exercising control to self control
Michael Porter
Five forces model: threat of new entrants, bargaining power of suppliers, bargaining power of customers, threat of substitute products and rivalry between existing players determine strategic plan Value chain analysis : determine how and where value could be added in the interactions between different functions Generic strategies: cost, differentiation and focus determine the basis of competition Firms that engage in intense competition tend to survive and prosper
EXERCISE
Focus on the SIP organisation. In your opinion, how effectively does the organisation utilise the strategic planning process described.
Company Profile Depicts the quantity and quality of the companys financial, human and physical resources Assesses strengths and weaknesses of management and organizational structure Analyses past successes and traditional concerns in context of current capabilities External Environment Consists of all the conditions and forces that affect an organizations strategic options and define its competitive situation 3 interactive segments operating environment, industry environment, remote environment
Strategic analysis and choice Identify range of possible attractive investment opportunities Combine long-term objectives and generic and grand strategies in order to place the firm in and optimal position Identify strategies that are most effective in building a sustainable competitive advantage Annual objectives More specific than long-term objectives firm seeks to achieve in one year Crucial to attaining long-term objectives
Grand Strategy Statement of means that indicated the methods to be used to achieve the companys objectives Framework for entire business of the firm Focus of concentration, market development, product development, innovation, horizontal integration, vertical integration, joint ventures etc Operational Strategies Grand strategy split for each biz division Specific to needs of each functional area Means for achieving annual objectives
Policies Directives given to managers and subordinates as framework Referred to as standard operating procedures Increase managerial effectiveness by standardizing routine decision making and limiting discretionary powers Institutionalizing the strategy For effective implementation, strategy must become part of day to day activities of the company institutionalize Structure, leadership and culture help institutionalize Control and Evaluation Monitored to determine extent of success Employ early monitoring and control methods to ensure implementation
Therefore
Complex decisions Be made in situations of uncertainty Affect operational decisions Require an inside and outside integrated approach Involve considerable change
FIRST TASK
DEVELOPING VISION AND MISSION Vision an inspired dream Mission concrete form of vision including values Beliefs, guiding principles),
SECOND TASK
SETTING OBJECTIVES
CONVERT MISSION INTO SPECIFIC PERFORMANCE TARGETS CREATE YARDSTICK FOR TRACKING ORGANISATIONAL PERFORMANCE ESTABLISH TARGETS WHICH REQUIRE STRETCH AND EFFORT PUSH AN ORGANISATION TO BE INVENTIVE INTENTIONAL AND FOCUSSED BOTH FINANCIAL AND STRATEGIC OBJECTIVES ARE REQUIRED
EVALUATING PERFORMANCE,REVIEWING NEW DEVELOPMENTS, AND INITIATING CORRECTIVE ADJUSTMENTS IN LONG TERM DIRECTION, OBJECTIVES, STRATEGY, OR IMPLEMENTATION APPROACHES
(FIFTH TASK)
Mintzberg: intended, unrealised, deliberate, emergent, realised
Means
Plan Policies
Strategic Intent, Vision, Mission, Goals, Objectives
Ends
Action taken
Results Observed
Long-term Objectives
Grand Strategy
Annual Objectives
Operating Strategies
Policies
Institutionalization of Strategy
CORPORATE/BUSINESS LEVEL
CORPORATE/BUSINESS LEVEL
MAKING DECISIONS ABOUT THE COMPETITIVE POSITION OF A SINGLE BUSINESS UNIT EVOLVE EXACT, CONCRETE OBJECTIVES AND STRATEGIES FOR THE INDIVIDUAL BUSINESS DIVISION
FUCTIONAL LEVEL
FIX SHORT TERM AND OPERATIONAL OBJECTIVES FOR DIFFERENT AREAS
STRATEGIC MANAGEMENT
STRATEGIC POSITION STRATEGIC CHOICES TRANSLATING STRATEGY INTO ACTION
STRATEGIC POSITION
THE ENVIRONMENT THE STRATEGIC CAPABILITY - S W CC CORPORATE GOVERNANCE + EXPECTATIONS OF STAKE HOLDERS
STRATEGIC CHOICES
BASIS OF COMPETITIVE ADVANTAGE AT CORPORATE LEVEL PRODUCT / MARKET
Business Level
Making decisions about the competitive position of a business unit Managers translate the general statement of corporate strategic planers into exact, concrete, functional objectives and strategies for individual business divisions Concerned with using generic strategies to create competitive advantage
Functional level
Managers from geographic, product and functional areas design short-term strategies and fix annual objectives in research, finance, marketing, production, HR etc Address problems related to efficiency Objectives are quantifiable and objectives in nature; can be modified depending on objectives
Vocabulary
Mission
Overriding purpose in line with the values and expectations of stakeholders Desired future state General statement of aim or purpose Quantified goal Long term direction
To be a CEO Improve effectiveness and confidence Be a VP in 7 years Participate, Learn and build confidence
Business Model
Control
ORGANISATIONAL PURPOSES
CORPORATE VALUES MISSION OBJECTIVES
CORPORATE GOVERNANCE
WHOM SHOULD THE ORGANISATION SERVE? HOW SHOULD PURPOSES BE DETERMINED?
BUSINESS ETHICS
WHICH PURPOSES SHOULD BE PRIORITISED? Why?
Stake holders
Whom does the organisation serve?
Cultural context
Which purposes are prioritized? Why?
STRATEGY LENSES
DESIGN LENS EXPERIENCE LENS IDEAS LENS
STRATEGIC DRIFT
APPROACHES FOR CORPORATE/BUSINESS LEVEL STRATEGY FORMULATION PORTERS(1990) DIAMOND PRODUCT AND INDUSTRY LIFE CYCLE PORTERS FIVE FORCES MODEL SWOT ANALYSIS PORTER GENERIC STRATEGIES BCG MATRIX