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8/3/2019 Part6 Strategy
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-1
Strategy Implementation
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-2
Strategic Implementation
Strategic Alternative– Status quo– Concentration– Horizontal Integration– Vertical Integration– Diversification
– Joint Venture– Retrenchment– Divestiture or Liquidation– Innovation– Restructuring
• Each with its own focus– Internal or external– Product– Market
– Control– Risk – etc...
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-3
Status Quo
Strategic Alternative• Status Quo
– Concentration– Horizontal Integration– Vertical Integration
– Diversification– Joint Venture– Retrenchment– Divestiture or Liquidation– Innovation– Restructuring
Focus– Internal– Stability– Continue in present
products/markets
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-4
Concentration
Strategic Alternative– Status Quo
• Concentration– Horizontal Integration– Vertical Integration
– Diversification– Joint Venture– Retrenchment– Divestiture or Liquidation– Innovation– Restructuring
Focus– Internal– Single product line– Do one thing well
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-5
Horizontal Integration
Strategic Alternative– Status Quo– Concentration
• Horizontal Integration– Vertical Integration
– Diversification– Joint Venture– Retrenchment– Divestiture or Liquidation– Innovation– Restructuring
Focus– External– Ownership of control of
competitors– Gain market power and
economies of scale
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-6
Vertical Integration
Strategic Alternative– Status Quo– Concentration– Horizontal Integration
• Vertical Integration
– Diversification– Joint Venture– Retrenchment– Divestiture or Liquidation– Innovation– Restructuring
Focus– External– Transform cost centres to
profit centres– Improve economies of scale,
reduce dependence onsuppliers or distributors
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-7
Diversification
Strategic Alternative– Status Quo– Concentration– Horizontal Integration– Vertical Integration
• Diversification– Joint Venture– Retrenchment– Divestiture or Liquidation– Innovation– Restructuring
Focus– External or Internal– Broadening of product line– Reduce competitive pressure;
gain greater profitability;
spread risk
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-8
Joint Venture
Strategic Alternative– Status Quo– Concentration– Horizontal Integration– Vertical Integration
– Diversification• Joint Venture– Retrenchment– Divestiture or Liquidation– Innovation– Restructuring
Focus– External– Complementary benefits– Spread risk; create synergy
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-9
Retrenchment
Strategic Alternative– Status Quo– Concentration– Horizontal Integration– Vertical Integration
– Diversification– Joint Venture• Retrenchment
– Divestiture or Liquidation– Innovation– Restructuring
Focus– Internal– Reduction of activity or
operations– Respond to adversity by
permanent phase-out
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-10
Divestiture or Liquidation
Strategic Alternative– Status Quo– Concentration– Horizontal Integration– Vertical Integration– Diversification– Joint Venture– Retrenchment
• Divestiture or Liquidation– Innovation– Restructuring
Focus– Internal– Removal of entity that does not
fit– Realign products/markets or
organization
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-11
Innovation
Strategic Alternative– Status Quo– Concentration– Horizontal Integration– Vertical Integration– Diversification– Joint Venture– Retrenchment– Divestiture or Liquidation
• Innovation– Restructuring
Focus– Internal– Seizing of leadership position– Take initiative; gain position
early in product life cycle
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-12
Restructuring
Strategic Alternative– Status Quo– Concentration– Horizontal Integration– Vertical Integration– Diversification– Joint Venture– Retrenchment– Divestiture or Liquidation– Innovation
• Restructuring
Focus– internal– Cost reduction, growth
potential– Concentrate on products and
divisions with high potential
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-13
Strategy Implementation Variables
Effectiveness Efficiency
Staffing andLeadership Style
IM and DecisionMaking Process
Recruiting, selectionTransfer, promotionTraining and developmentLeadership
Division of laborShapeDistribution of power
Structure
Reward Systems
CompensationPromotion
Job designSpecial awardsPerformance measures
Planning and controlResource allocation systemsIntegrating roles anddepartmentsInformation systems
Key Tasks
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-16
Connections
Strategy
Product BasedNiche BasedMarket Based
Market Structure
Market ShareMarket StrengthMarket GrowthMarket Margins
PerformanceROA, ROCEROIROEEPSGrowth
External
ContingenciesStrategic PerformanceTechnologyEnvironmentFirm Size
Centre of Gravity
StructureFunctionalM-Form (SBU, Core)HoldingMatrix (weak, strong,balanced)
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-17
(Cash Generation)
I n d u s
t r y G r o w
t h R a t e
( C a s h
u s e
)
Strategic Controls
High
Low
Low Relative Market Share High
? ??? ?
$
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-19
Decision Style Model
Analytic(Achievement)
Dell
Conceptual(Recognition)
Stentor
Directive(Power)
Gp Schneider
Behavioral(Affiliation)Giant Tiger
Task People
LowStructure
HighStructure
VALUES ORIENTATION
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-20
Leadership Styles
Logical
Production/peoplebased
(IBM system integration)
Theory J
Inspirational
Creativity based(IBM software)
Theory E
DirectiveProduction/asset based
(IBM chipmanufacturing)
Theory J,Z
SupportiveTeam/knowledge based
(IBM outsourcing)
Theory J,Z
Efficiency Effectiveness
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-21
Types of Change
• Theory X - Control• Theory Y - Incentives• Theory Z - Paternalistic
(Japanese) hierarchy, rigidity• Theory J - X + Y• Theory E - Opportunistic
• Change hygiene factors
– Executive style– Corporate Culture– Individual values– Organizational commitment
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-22
Organizational Cultures
QualityPlanning/
Problem Solving
Accepts change
CreativeRisk TakingInnovative
Initiates change
ProductionProductivity/Procedures
Resists change
SupportiveTeamwork
Responds to change
Technical Social
Efficiency =differentiation
Effectiveness =integration
Organizational Culture
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-23
Importance of Cultural Fit to Strategic Change
Constrained
Reconsidercultural change
Supportive
Incorporate cultureexplicitly in pursuing
strategy
Inconsistent
Consider factorsother than culture
Related
Minimal attentionrequired to cultural
elements
I m p o r t a n c e o
f
E l e m e n
t s i n
C u
l t u r e
Compatibility of Elements withProposed Strategy
00
10
10
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-24
Staffing Follows Strategy
Organizational Life Cycle
ProductDifferentiation
Focus Niche Cost Focus Cost Leadership
•Generalists
•Risk takers•Reactive•Improvisers•Resultsmotivated•Changepromoting•Undisciplined
•Specialists•Risk avoiders•Anticipative
•Processmotivated•Predictable•Change resistant•Disciplined
•Functionalgrouping•Risk reduction
•Some planning•Results/processtradeoffs•Change accepting• Team discipline
•Functionaldifferentiation•Risk containment•Proactive butreactivecapability
•Changequestioning•Discipline byroutines
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-25
Information/Decision Making Follows Strategy
ProductDifferentiation
Focus Niche Cost Focus Cost Leadership
•Reactive•Inductive•Informal•External focus•Spontaneous
•Sporadic•Widely shared
•Proactive•Deductive•Structured process
•System based•Internal focus•Deliberate•Continuous•Compartmentalized•Some planning
•Experiencebased•Formulize byfunctions•More organized•Regular sharingby skills andfunctions
•Planning andguessing•Experienceanchored•Formal systemsand executive byfunction•More internal•Organized•Regular silosemerging
Organizational Life Cycle
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-26
Impact of Information Needs on Structure
• Factors increasing information flows in organizations– More team based decisions– Decentralized decision making– Smaller span of control– Emphasis on quality/innovation/customer– Higher level skills– Weakening of culture/structure/performance
– Unstable market dynamics– Geographical dispersion– complexity of performance
• Standards and measurement
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-27
Incentives Follows Strategy
ProductDifferentiation
Focus Niche Cost Focus Cost Leadership
•Long term•Output oriented•Team based•Uniform•Subjective
•Risk promoting•Informal
•Short term(quarterly)•Process oriented•Individual based•Differentiated (byfunctions )•Objective(Formulize based)•Risk Avoiding•Formalized
•Medium term•Output/productionoriented•Team andindividual•Segregated byfunction•Objective withsubjective elements• More risk averse•Mostly informalwith formalcomponents
•Shorter term(yearly)
•Quality/reliability based•More individualand some team•Differentiationby functions andlevels•Risk tolerance•Formalized withsome informalaspects
Organizational Life Cycle
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-28
Incentives
• Why bonus pay?– Variable cost base– Responds to extra performance– Links to corporate goals
– Flexibility in design and implementation
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-29
• Basic requirements (SMART)– Specific
• Line of sight / match– M eaningful
• Reality / perception (ROI)– Achievable
• Levels of expectation / control– R eliable
• Easy to determine
– T imely• Pay-off proximity
Incentives
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-30
• Organizational hygiene factors– Organizational stability• Competitive stability
– Consistent measurements
• Absolute / relative results– Positive culture
• Leadership / champion / change agents
– Employee buy-in
• Track record (premise / promise)
Incentives
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-31
• Measurement Challenges– Objective / subjective component– Outcome / process orientation– Time span
– Performance level specificity– Performance variation sensitivity
• (0/1 schemes vs. continuity)
Incentives
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• Linkage between individual performance and corporate
goals• Maximize payoff/payout ratio• Accuracy of measurement
– Verifiable and objective methods to determine results
• Proximity of payoff to accomplishment• Maximum control by employee of factors producing
expected achievements
• Buy-in by employees– Preset, stable, simple, fair and challenging standards orperformance and meaningful incentives
Design Criteria for Good Incentive Measures
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-33
Key Aspects of Incentive Compensation
PolicyIssues
FinancialInstruments
PerformanceMeasures
Degree of Discretion inAllocating
Bonus Awards
Size andFrequencyOf Awards
Short runvs. longrun
Mix of currentbonus awardsand stock options shouldreflect the
relevant timehorizon forpolicy levelexecs
Deferred
instruments areweak reinforcers of short-termperformance
Mix of quantitativemeasures of performance andmore qualitative
measures shouldreflect therelevant timehorizon for execs.
Qualitative
measures usuallyreflect long runconsiderationsmore effectivelythan quantitativemeasures.
Non-discretionary,formula basedbonuses tend toencourage a short-run point of view
Frequentbonus awardsencourageconcentrationon short-term
performance
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-35
Key Aspects of Incentive Compensation
PolicyIssues
FinancialInstr.s
PerformanceMeasures
Degree of Discretion inAllocating
Bonus Awards
Size andFrequencyOf
AwardsInter-divisionalrelationships
Bonus pools canbe based ondivisionalperformance, totalcorporate
performance orsome mix of thetwo. Eacharrangement sendsdifferent signalsin terms of
interdivisionalcooperation
Non- discretionary,formula basedbonuses for divisionmanagers are mostpractical in
companies wherelittle cooperationamong divisions isrequired.
Discretionary
bonuses arepractical when topmanagement wantsto encouragecooperation amongdivisions.
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-36
Key Aspects of Incentive Compensation
PolicyIssues
FinancialInstr.s
PerformanceMeasures
Degree of Discretion inAllocating
Bonus Awards
Size andFrequencyOf
AwardsCompany-divisionrelationships
Stock optionscaneffectivelylink theinterests of
divisionpersonnel tothe interestsof thecorporation
Use of objectivemeasures of performance fordivision managersis more
meaningful wherethe primary roleof headquarters isto allocate capitalthan it is ininstances where
the head officeplays an importantrole in “managingthe business” of the divisions.
Non- discretionary,formula basedbonuses for divisionmanagers are mostpractical in
companies whereheadquarters doesnot interfere inmanagement of theprofit centers.Discretionary
bonuses are mostuseful when topmanagement wantsto exert a directinfluence in thedivisions.
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-37
Structure Follows Strategy
ProductDifferentiation
Focus Niche Cost Focus Cost Leadership
Lack of Market Match (Invent)
•Entrepreneur
Lack of Market Research (Adapt)
•SBU•Matrix Lack of market
Fit (Align)
•FunctionalStructure
Lack of Market Flexibility(Control)
•DivisionalStructure
Organizational Life Cycle
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-38
• Example– GVA horizontal Functional Strategy– GVA Vertical Divisional Strategy
• Whenever market rejuvenates– Delayer structure
• Structure– Effectiveness shallow structure– Productivity deep structure
Structure - follows Strategy
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-39
Entrepreneurial Structure
Entrepreneurial Firm
Employees
President
• Context:• Environment: Highly uncertain/Unstable
• Technology: Simple/Routine• Size: Small
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-40
• Internal Systems– Market capture/Product introduction– Informal contacts– Lack of consistency/reliability of information flow
• Strengths– Pursuits, maximum flexibility and innovation– Rapid response to start-up situation– Pursuits initiative & informality
• Weaknesses– Critical dependence on CEO
– Employer flexibility is a must– Non-specialization leads to inefficiencies– Avoidance of responsibility by individuals– Manageable to adjust high growth
Entrepreneurial Structure
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-41
Functional/Bureaucratic Structure
• Context: Lower uncertainty, more stability• Technology: Routine, low interdependence
• Size: Small to medium• Goals: Internal efficiency, technical quality, sales growth
CEO
Marketing Finance HR Engineering Operations
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-42
• Internal Systems– Internal efficiency, technical quality– Cost basis planing & budgeting
• Strengths– Economies of scale– Skill development– Best in small to medium companies– Best for one or few products
• Weaknesses– Slow response time– Hierarchy overload– Low innovation– Restricted view of goals
Functional/Bureaucratic Structure
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-43
Divisional Structure
Divisional/Product Firm
Corporate Staff
ManagerDivision A
ManagerDivision B
ManagerDivision C
CEO
• Context:• Technology: Non-routine, high interdependence• Size: Large
• Goals: External effectiveness, adaptation, client satisfaction
d l l
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-44
Product/Multi-Divisional Structure
Internal System• Goals: Effectiveness, client satisfaction• Profit-based planning• Product managers formal authority
Strengths• Fast change in unstable environment• High client satisfaction• high functional coordination• decentralized decision making
Weaknesses
• Poor economies of scale• Poor coordination across product lines• Eliminates tech specialization
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-45
GeneralManager
Head of Marketing
Head of R&D
Head of Professional
Services
Head of Corporate
Services
MarketingSpecialist
R&DSpecialist
ProfessionalSpecialist
Specialist(e.g. Finance)
DirectorProgram 1
Head of Programs
DirectorProgram 2
DirectorProgram 3
MarketingSpecialist
MarketingSpecialist
R&DSpecialist
R&DSpecialist
ProfessionalSpecialist
ProfessionalSpecialist
Specialist(e.g. Finance)
Specialist(e.g. Finance)
Matrix Structure
Environment: high uncertainty, high stability, changing, constant demandsTechnology: innovative, many interdependenciesSize: moderate to largeGoal: external effectiveness, innovation, tech specialization, adaptive
capacity
M i S
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-46
Internal System• Dual goals: product & technical• Plan & budget by product & function
• Joint authority: functional/product
Strengths• Flex sharing HR• Suitable for unstable environment• Best in medium-sized company withmany products
Weaknesses• Two bosses• requires good interpersonal skills• Frequent coordination meetings• Must be a collegial culture
Matrix Structure
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-47
Symptoms of Structural Deficiency
A. Decision making is delayed or lacking in quality-decision makers may be overloaded-delegation to lower levels may be insufficient
B. The organization does not respond innovatively to achanging environment.
-lack of horizontal coordination-department responsibilities including environmentscanning and innovation must be specified.
C. Too much conflict is evident-conflicting departmental goals-horizontal linkages mechanisms are not adequate
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-48
StructuresDesign Principles
- formal reporting relationships- groupings of individuals into departments- systems regulating communications coordination and integration
Vertical Structures (efficiency)- linkage mechanisms- chain of command- rules and procedures
- plans and schedules- vertical information flow and filters- “systems based”
Horizontal Structures (effectiveness)- linkage mechanisms- teams and task forces- integrating departments- direct contact- organizational goal setting
I i M h i
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-49
Integrating Mechanisms
• Hierarchy
• Rules
• Goal Setting (Planning)
• Direct Contact
• Interdepartmental Liaison Rules• Temporary Task Forces
• Permanent Teams
• Integrating Roles
• Integrating Departments
I i M h i
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-50
Integrating Mechanisms
HierarchyRulesGoal Setting
(Budgeting/Planning)Direct ContactInterdepartmentalLiaison
TemporaryTask ForcePermanentTeamsIntegratingRolesIntegratingDepartments
Centreof gravity
High
Low
Diversity (tasks)Info. incentives staffing
Low
High
Cost of maintenance
Low
High
Degree of centralization
High
Low
Org/Env.stability
High
Low
O
O
O
Y
Y
Y
Y
Y
Y
X
x
x
x
x
x
behaviour control/passiveX organization control/passiveY contingency basedO prescription based
B i P fil
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-51
Business Profiles
Product Service Service/Product
Structural high low medium
rigidityInfo. Flow low high medium
Use of incentivesas control low high medium
Staffing skills
span (variety) low high medium
Centres of Gr it
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Centres of Gravity
Supply Flow
Supply Stages or Vertical Integration in Manufacturing
Centres of Gravity
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Centres of Gravity
Weyerhauser
International Paper
Container Corporation
Appleton
Proctor & Gamble
Paper Companies - Different Centres of Gravity
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Business Stages
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Copyright by Authors Tom Koplyay and David Goldsmith July 1998 6-55
Business Stages
StageStage 1 -
EntrepreneurialSingle Business(MarketIntroduction)
Business Dynamics•Entrepreneurial
management style•Small size, informal and“vague” structure
•Emphasis on creating
initial product andmarketing
Transitional Crisis•Entrepreneurial skills not
appropriate to manage demandsof growth
•Founder may be unwilling toacknowledge that he can nolonger the company on his own
•Effective transition to Stage 2requires introduction of professional manager
Business Stages
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Business StagesStageStage 2 -ProfessionalSingle Business
(Growth Stage)
Business Dynamics•Centralized analyticaldecision making anddirective leadership
•Formalized, functionalorganization structure
•Emphasis on increasedefficiency in operations
Transitional Crisis•Decision to diversify into amulti-business operationsrepresents a major shift in
strategy requiring newmanagement behaviour
Stage 3 -ProfessionalMulti Business(Maturity)
•Decentralized analyticaldecision making
•Divisional or strategicbusiness unit (SBU)structure
•Emphasis on portfoliomanagement, especiallywhere businesses are
unrelated
Strategy Organization Fit
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Strategy Organization Fit
Strategy
Rewards
Dominant Business
•Performance againstfunctional objectives
•Mix of objective andsubjectiveperformancemeasures
Unrelated Diversified
•Formula-based bonuson ROI or profitabilityof divisions
•Equity rewards
•Strict objective,impersonal evaluation
Related Diversified
•Bonus based ondivisional andcorporate profitperformance
•Mix of objective andsubjectiveperformancemeasures
Strategy Organization Fit
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Strategy Organization Fit
Strategy
Peopleandcareers
Dominant Business
•Primarily functionalspecialists
•Some inter-functional movementto develop somegeneral managers
Unrelated Diversified
•Aggressive,independent generalmanagers of divisions
•Career developmentopportunities areprimarilyintradivisional
Related Diversified
•Broad requirementsfor general managersand integrators
•Career developmentscross-functional,interdivisional, andcorporate-divisional
Strategy Organization Fit
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Strategy Organization Fit
Strategy
Informationand decisionprocess
Dominant Business
•Coordination andintegration throughstructure, rules,planning and
budgeting•Use of integratingroles for projectactivity acrossfunctions
Unrelated Diversified
•No integration acrossbusinesses
•Coordination andinformation flowsbetween corporate anddivision levels aroundmanagementinformation systemsand budgets
Related Diversified
•Coordinate andintegrate acrossbusinesses andbetween levels with
planning, integratingroles, integratingdepartments
Strategy Organization Fit
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Strategy Organization Fit
Strategy
Structureanddecision-making style
Dominant Business
•Centralizedfunctional
•Top control of strategic decisions
•Delegation of operations throughplans andprocedures
Unrelated Diversified
•Highly decentralizedproduct divisions/profitcentres
•Small corporate office
•No centralized linefunctions
•Almost completedelegation of operations and strategywithin existingbusinesses
•Control throughresults, selection of management, andcapital allocation
Related Diversified
•Multidivisional/ profit centres
•Grouping of highlyrelated business withsome centralizedfunctions withingroups
•Delegatedresponsibility foroperations
•Shared responsibility
for strategy
Strategy Organization Fit
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Strategy Organization Fit
Strategy
StrategicFocus/ Task Focus
Dominant Business
•Verticallyintegrated
•Degree of integration
•Market share
•Product linebreadth
Unrelated Diversified
•Growth throughacquisition
•Degree of diversity
•Types of business•Resource allocationacross discretebusinesses
Related Diversified
•Growth throughinternal development,some acquisition
•Realization of synergy from relatedproducts,technologies, markets
•Resource allocation
Project Profiles
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j
Internally/ investor fundedInternally fundedOutside funded (venture capital)
Focus both on company and targetFocus outside companyCompany based
Asset centred(people problems)
People/asset centredPeople centred
Payoff only end of projectPayoff spread out in timeHigh immediate payoff
Longer duration(2-3 years)Longer duration(6-18 months)Short duration(3-12 months)
Inter-company basedFunctional based (marketing,logistics,etc)
Portfolio based(R&D motivated)
Alliances focus:M&A, joint ventures
Delivery focus: suppliers/channelsProduct focus
Medium success rate(10-30%)
Higher success rate(>50%)
Low success rate(1-10%)
Supports implementationSupports strategy /implementationSupports strategy
Lifecycle Summary
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IntroTake off
Shake out
External/ Internalforces
External/ Internalforces
Leveling Maturity
Decline
External forces External forces Internal forces
SpecificStrategy
Focus
Diversify
Status QuoInnovation(product)
DivestLiquidate
RestructureInnovation(process)
HorizontalVerticalExpansion
Joint venture
RetrenchStatus Quo
GenericStrategy
Focus/niche Cost Leadership
No structureculture max
Structures Defensive
Functionalculture
DivisionalM-Divculture
DivisionalFunctional
Matrixculture
Concentration
Lifecycle Summary
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MarketStructure
Product
sharestrengthgrowthmargins
Tech Focus Product Process Process
Sales/
product design
Incentive
Emphasis
advertising
processmanufacturingfinance
process
manuf.finance
Mkt share minMkt strengthmaxMkt growthmargins max
Intro Take Off Maturity DeclineLeveling
Product /process
sharestrengthgrowthmargins
sharestrengthgrowthmargins
sharestrengthgrowthmargins
Sales/ product designmanufacturing
marketingproduct designprocess innov.manufacturingfinance
Incentive
Features
Discretionary
risk takingIndividualshort term
Formula based
risk averselong termmultilevel
Multi level
long horizonsrisk aversecompanyperformance
Predetermined
risk managementcompany/ individualmedium term
MBO
medium termcompanybasedrisk avoidance
Lifecycle Summary
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StrategicInfo
single
volumesprod capacityproduct designinternalcontrols
Relatednessof businesses
single/ dominant
relateddiversifiedunrelated-SBU
dominantstronglyrelated
marketsfinancing
Intro Take Off Maturity DeclineLeveling
dominant /stronglyrelated
Costsmargins
mkt sharecostsadjacentmarkets
marginscompetitorsmkt fragmentprod. Costs
strategiccontrols
Career pathsto top mgt
entrepreneur Marketingfinance
accountingplanning
Accountingfinance
sales
Product devel.Functional
manager
Manuf.Sales
accounting
Centre of Gravity
unique deeperspread
deeperspreaddeeper
CEOLeadershipSource
Functionalmanagers
Culturecorporate plansexecutive
Portfoliodirectionexecutive
CEOorganizationalperformance
Lifecycle Summary
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Priorities
external
Organizationstabilitycash flowmarket growth
internal internalStrategicFocus
Product/ market match
Intro Take Off Maturity DeclineLeveling
internal /external
Productioncosts
Productionmarket share
Product mixmarketsdynamics
internal /external
Project Profiles Along the Lifecycle
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ProductDifferentiation
Focus Niche Cost Focus Cost Leadership
•Supports strategy•Low success rate(1-10%)
•Product focus•Portfolio based(R&D motivated)•Short duration(3-12 months)
•High immediate payoff •People centred•Company based
•Outside funded (venturecapital)
•Supportsimplementation•Medium success rate(10-30%)
•Alliances focus:M&A, joint ventures•Inter-company based•Longer duration(2-3 years)
•Payoff only end of project•Asset centered(people problems)
•Focus both on companyand target•Internally/ investorfunded
•Supportsstrategy/implementation•Higher success rate(>50%)
•Delivery focus:suppliers/channels•Functional based(marketing, logistics,etc)
•Longer duration(6-18 months)•Payoff spread out intime•People/asset centred•Focus outside company
•Internally funded
Organizational Life Cycle
Startup Projects
Growth Phase Projects
Mature Phase Projects