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Exploring corporate strategy
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Slide 1.1Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Exploring Corporate Strategy7th Edition
Part I
Introduction
Slide 1.2Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Exploring Corporate Strategy7th Edition
Chapter 1
Introducing Strategy
Slide 1.3Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Introducing Strategy – Outline
• What is strategy and strategic management?
• Strategic priorities at corporate, business and operational level
• Vocabulary of strategy
• Exploring Corporate Strategy strategic management model
Slide 1.4Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Definition of Strategy
Strategy is the direction and scope of an
organisation over the long term, which
achieves advantage in a changing
environment through its configuration of
resources and competences with the
aim of fulfilling stakeholder expectations.
Slide 1.5Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Exhibit 1.1
Strategic decisions
Slide 1.6Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Strategic Decisions are About…• The long-term direction of the organisation• The scope of an organisation’s activities• Gaining advantage over competitors• Addressing changes in the business
environment• Building on resources and competences
(capability)• Values and expectations of stakeholders
which affect operational decisions
Slide 1.7Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Strategic Decisions are Likely to :
• Be complex in nature
• Be made in situations of uncertainty
• Affect operational decisions
• Require an integrated approach (both inside and outside an organisation)
• Involve considerable change
Slide 1.8Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Strategic Business Unit (SBU)
• A strategic business unit (SBU) is a part of an organisation for which there is a distinct external market for goods or services that is different from another SBU
Slide 1.9Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
LEVELS OF STRATEGY
• Corporate level
– Determine overall scope of the organisation
– Add value to the different business units
– Meet expectations of stakeholders
• Business level (SBU)
– How to compete successfully in particular markets
• Operational
– How different parts of organisation deliver strategy
Slide 1.10Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Exhibit 1.2
The vocabulary of strategy
Slide 1.11Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
The Vocabulary of Strategy
• Mission – overriding purpose• Vision/strategic intent – desired future state• Goal – general statement of aim or purpose• Objective – quantification or more precise
statement of goal• Strategic capability – resources, activities and
processes• Business model – how product, service and
information flow• Control – monitoring of action steps
Slide 1.12Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Strategy and OperationsStrategic Management Operational Management
Organisation-wide, holistic Routinised
Conceptualisation of issues
Techniques and actions
Creating new directions Managing existing resources
Developing new resources Operating within existing strategy
Ambiguous/uncertain Operationally specific
Long term Day to day issues
Slide 1.13Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Elements of Strategic Management
• Understanding the strategic position of an organisation
• Making strategic choices for the future
• Turning strategy into action
Slide 1.14Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Exhibit 1.3
A model of the elements of strategic management
Slide 1.15Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Strategic Position (1)• The Organisation’s Environment
– Political Economic Social Technological Legal Environmental
– Sources of Competition– Opportunities and Threats
• Strategic Capability of the Organisation– Resources and Competences– Strengths and Weaknesses
Slide 1.16Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Strategic Position (2)• Expectations and Purposes
– Corporate Governance, Stakeholders, Ethics and Culture
– Sources of Power and Influence– Communication of Purpose: Mission and Objectives
Slide 1.17Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Strategic Choices• Bases of competitive advantage at business
level
• Scope of activities at corporate level– Portfolio– Market spread, e.g. international– Value added by corporate parent (parenting)
• Directions and methods of development– Directions: Product/Market – Methods: Internal/organic, M&A, strategic alliances
Slide 1.18Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Strategy into Action
• Structuring the organisation
• Marshalling resources (people, information, finance, technology)
• Managing change
Slide 1.19Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Processes of Strategy Development
• Intended strategies– Deliberate management intent
• Emergent strategies– Develop out of social and political processes in
and around organisations
Most strategies are a combination ofintended and emergent processes
Most strategies are a combination ofintended and emergent processes
Slide 1.20Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Strategy as a Subject of Study
Unique resources, core competencesResource based theory (Hamel, Prahalad)
1980s
Innovation to deal with changeFirms as organisms
(Eisenhardt, Stacey)
1990s
Assessing competitive forces (5 forces) and positioning
Market positioning (Porter)
1980s
Complexity and uncertainty. Influence of experience, politics, culture, history
Adaptive processes
(Quinn)
1980s
Systematised and analytical approachCorporate planning60/70s
What would you do if you were CEO?Harvard case study1960s
Slide 1.21Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Manufacturing – physical product often augmented with service, brand image for competitive advantage. Services – no physical product, competitive advantage based on intangibles
Manufacturing/Service Organisations
Diverse products/markets/businesses. Structure/control/parenting. Competitive strategy. Portfolio management. Resource coordination.
Multinational Corporation
Single market. Limited product/service range. Competitive strategy. Strategic capability. Restricted funds.
Small Business
Different Contexts for Strategy (1)
Slide 1.22Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Diverse sources of funds. Values and ideology. Lobbying. Stakeholder management.
Voluntary and Not-for-Profit
Ideology. Direct/indirect external influence (e.g. government). Competition for resource inputs. Best value in outputs. Interagency cooperation
Public Sector
Different Contexts for Strategy (2)
Slide 1.23Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Challenges of Strategic Management• Prevent strategic drift
– Progressive failure to address strategic position – Deterioration of performance
• Understand and address contemporary issues– Internationalisation– E-Commerce– Changing purposes– Knowledge and learning
• View strategy in more than one way– Three strategy lenses – Design, Experience, Ideas
Slide 1.24Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
The risk of strategic drift
Exhibit 1.4
Slide 1.25Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
• Internationalisation– Size of market– Range of competitors– Relationships
overseas– Institutional/cultural
orientation to strategy and profit orientation
• E-Commerce– Speed and direction
of technology change– Expectations about
how to do business– E-commerce
capability– Service small
markets
Contemporary Strategy Themes (1)
Slide 1.26Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
• Changing purposes– Change from pure
profit driven– Corporate scandals– Corporate social
responsibility– AND drive for
shareholder value– Public sector more
“business-like” – target setting and service orientation
• Knowledge and Learning– Innovation – Generate and
integrate knowledge/promote learning
– New ways of doing business
– People interactions
Contemporary Strategy Themes (2)
Slide 1.27Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
The Strategy Lenses (1)• Strategy as design
– Logical analytical process– Planned implementation– Top manager driven
• Strategy as experience– Adaptation of past strategies based on experience– Influenced by taken for granted assumptions
(culture)– Bargaining and negotiation
Slide 1.28Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
The Strategy Lenses (2)• Strategy as ideas
– Importance of variety and diversity for innovation– Emergent strategy from within and around the
organisation– Top managers create the conditions for this to
take place
Slide 1.29Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Exhibit I.i
The role of the paradigm in strategy formulation
Slide 1.30Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Conditions of adaptive tension
Exhibit I.ii
Slide 1.31Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Simple rules
Exhibit I.iii
Source: Reprinted with permission from Harvard Business Review. Adapted from K.M. Eisenhardt and D.N. Sull, ‘Strategy as simple rules,’ January 2001, Copyright
© 2001 by the Harvard Business School Publishing Corporation, all rights reserved.
Slide 1.32Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Exhibit I.iv
Three strategy lenses: a summary
Slide 1.33Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Exhibit I.v
Three strategy lenses