Upload
maru98190
View
231
Download
0
Embed Size (px)
Citation preview
7/29/2019 Strategic Management 1.ppt
1/32
It is not the strongest of the species that survive, nor the
most intelligent, but the one most responsive to change.Charles Darwin
7/29/2019 Strategic Management 1.ppt
2/32
Tomorrow always arrives. It is alwaysdifferent,and then even the mightiest
company is in trouble if it has not
worked on the future.
7/29/2019 Strategic Management 1.ppt
3/32
Objectives are something to aim at, although they should be
regarded as a map grid reference rather than as a targetat
a rifle range. The company will not always find that the
shortest distance is a straight line, and may have to make
detours to avoid obstacles. But having made the detour it ispossible to come back to the grid reference from another
direction. Without a defined objective it becomes very
difficult to measure progress: having detoured the company
is likely to remain pointed in the wrong direction.
7/29/2019 Strategic Management 1.ppt
4/32
Decision making in an Organization
Who ?
Why?
When?
7/29/2019 Strategic Management 1.ppt
5/32
Concept Of Strategy
7/29/2019 Strategic Management 1.ppt
6/32
Chandler(1962)Strategy is the determinator of the basic long-
term goals of an enterprise, and the adoption of courses of
action and the allocation of
resources necessary for carrying out these goals;
Mintzberg (1979) Strategy is a mediating force between the
organization and its environment: consistent patterns in
streams of organizational decisions to deal with theenvironment.
Prahlad (1993) Strategy is more then just fit and allocation of
resources. It is stretch and leveraging of resources
Porter (1996) Strategy is about being different. It means
deliberately choosing a different set of activities to deliver a
unique mix of value
7/29/2019 Strategic Management 1.ppt
7/32
5 Ps of Strategy
1. A plan, a how do I get there
2. A pattern, in consistent actions over time
3. A position that is, it reflects the decision of the firm tooffer particular products or services in particularmarkets.
4. A ploy, a maneuver intended to outwit a competitor
5. A perspective that is, a vision and direction, a view ofwhat the company or organization is to become.
7/29/2019 Strategic Management 1.ppt
8/32
Levels at which Strategy Operates
7/29/2019 Strategic Management 1.ppt
9/32
7/29/2019 Strategic Management 1.ppt
10/32
Concept of Strategic Decision Making
7/29/2019 Strategic Management 1.ppt
11/32
Strategic Management
7/29/2019 Strategic Management 1.ppt
12/32
Strategic management is concerned with deciding onstrategy and planning how that strategy is to be put intoeffect. It can be thought of as having three mainelements within it . . . There is strategic analysis, in
which the strategist seeks to understand the strategicposition of the organization. There is a strategic choicestage which is to do with formulation of possible coursesof action, their evaluation, and the choice between them.Finally, there is a strategic implementationstage which is
to do with planning how the choice of strategy can be putinto effect
7/29/2019 Strategic Management 1.ppt
13/32
7/29/2019 Strategic Management 1.ppt
14/32
The Elements
7/29/2019 Strategic Management 1.ppt
15/32
The Latest Approach
7/29/2019 Strategic Management 1.ppt
16/32
The Dynamic Process of formulation,implementation, evaluation and control ofstrategies to realize the Organizations
strategic intent
7/29/2019 Strategic Management 1.ppt
17/32
7/29/2019 Strategic Management 1.ppt
18/32
Establishing the hierarchy of Strategic Intent
1 Creating and Communicating a Vision
2 Designing a Mission Statement
3 Defining the Business
4 Adopting the Business Model
5 Setting Objectives
7/29/2019 Strategic Management 1.ppt
19/32
Formulation of Strategies
6 Performing Environmental Appraisal
7 Doing Organizational Appraisal
8 Formulating Corporate Level Strategies
9 Formulating Business Level Strategies
10 Undertaking Strategic Analysis
11 Exercising Strategic Choice
12 Preparing Strategic Plan
7/29/2019 Strategic Management 1.ppt
20/32
Implementation of Strategies
13 Activating Strategies
14 Designing the Structure, systems and processes
15 Managing Behavioural implementation
16 Managing Functional Implementation
17 Operationalising strategies
7/29/2019 Strategic Management 1.ppt
21/32
Performing Strategic Evaluation and Control
18 Performing Strategic Evaluation
19 Exercising Strategic Control
20 Reformulating Strategies
7/29/2019 Strategic Management 1.ppt
22/32
Model of Strategic Management Process
7/29/2019 Strategic Management 1.ppt
23/32
7/29/2019 Strategic Management 1.ppt
24/32
Critical Factors for Strategic Success
7/29/2019 Strategic Management 1.ppt
25/32
What some people say about
strategy and strategic planning
7/29/2019 Strategic Management 1.ppt
26/32
What some people say about strategy and strategic planning
Strategy is trying to understand where you sit in todays
world. Not where you wish you were and where you
hoped to be, but where you are. And its trying to
understand where you want to be. Its assessing the
competitive and market changes that you can capitalizeon or ward off to go from here to there. Its assessing the
realistic chances of getting from here to there.
Attributed to Jack Welch, CEO, General Electric
7/29/2019 Strategic Management 1.ppt
27/32
What some people say about strategy and strategic planning
The essence of strategic thinking is
creating a sustainable competitive
advantage.
M. Porter, The Economist, 23 May 1987
7/29/2019 Strategic Management 1.ppt
28/32
What some people say about strategy and strategic planning
Know the enemy and know yourself, in ahundred battles you will never be defeated.When you are ignorant of the enemy, but
know yourself, your chances of winning orlosing are equal. If ignorant both of yourenemy and yourself, you are sure to bedefeated in every battle.
Sun Tzu, Art of War, c.400 BC, page 107 of theWordsworth1993 edition, translation by Yuan Shibing
7/29/2019 Strategic Management 1.ppt
29/32
What some people say about strategy and strategic planning
Strategists do not reject analysis. Indeed they can hardly dowithout it. But they use it only to stimulate the creativeprocess, to test the ideas that emerge, to work out strategicimplications, or to ensure successful execution of highpotential wild ideas that otherwise never would be
implemented properly. Great strategies, like great works ofart or great scientific discoveries, call for technical masteryin the working out but originate from insights that arebeyond the reach of conscious analysis.
Kenichi Ohmae, The Mind of the Strategist, p. 4, Penguin 1984 edition
7/29/2019 Strategic Management 1.ppt
30/32
What some people say about strategy and strategic planning
It is a view of strategy that recognizes that a firm
must unlearnmuch of its past before it can findthe future. It is a view of strategy that recognizes
it is not enough to optimally position a companywithin existing markets; the challenge is to
pierce the fog of uncertainty and develop great
foresightinto the whereabouts of tomorrows
markets.
G. Hamel and C. K. Prahalad, Competing for the Future, p. 25,
Harvard Business School Press, 1996 edition
7/29/2019 Strategic Management 1.ppt
31/32
Assignment
7/29/2019 Strategic Management 1.ppt
32/32
Documenting the Growth Path
Tata Group - Identify Company Aditya Birla Group - Identify Company
Reliance - Identify Company
Godrej - Identify Company
TVS Group (Sundaram) - Identify Company Videocon
P& G (India)
HUL
CavinKare
ITC
Dabur
Shapoorji Pallonji