Strategic Mgt Slides v5 Copy

7/31/2019 Strategic Mgt Slides v5 Copy

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CourseRequirement

1xcoursework#1.......15%(dueJuly2012)Canbedonebyyourselforasagroup

1xcoursework#2.......15%(dueDec2012)Canbedonebyyourselforasagroup

1xexam........70%(Dec2012)CasestudyMustbedoneonlybyyourself

Sunday, April 29, 12


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Tohelpyoulearn....

1.Weareusing21stcenturyteachingmethods.

2.Pleasebringyourlaptoptoclass.

3.Coursematerialwillbegiveninclassonlysopleaseattendclass.

4.Askquestionsifyoudonotunderstand!!

Nevergiveup!

Myemail:[email protected]

mailto:[email protected]:[email protected]:[email protected]


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Whatyouneedtoachievebythe1st

semester....1.Understandchapters2,3,4,11and6.

Whatyouneedtoachievebythe2ndsemester....

1.Understandadditionalchapters7,10and14.



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Measure NA Excellent Poor

KnowledgeandUnderstanding

Applicationoftheory

ClarityandCohesion

EvaluationandAnalysis

Useofsupportingdata/sources

Structure

Referencing

Alignmenttothetaskset

Howyourcourseworkismarked



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Chapter1

IntroducingStrategy



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StrategicPlanningTemplate



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Assignment

ReviewtheBusinessplanforBritishAirways

1.ThisisastrategicplandonebystudentsfromAstonUniversityUK

2.Comparethisstrategicplanwiththestrategicplantemplate

3.Youwillseethattheyarealmostthesame

4.Whatarethestrategicanalysisthattheyhavedone?



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1. Strategyisaboutkeyissuesinthefutureoforganiza


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Thereare3levelsofstrategy:

Corporatelevelstrategy(overallcompany)

Businesslevelstrategy(compe


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CorporateStrategyLevel



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BusinessStrategyLevel



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Opera=onalStrategyLevel



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The3horizonframework:

Extendanddefendcorebusiness

Buildexis


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Corebusiness

1.Extendanddefendcorebusiness

2.Expandexis


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Page7

WhatisNOKIAsVISION&STRATEGY

15

Assignment



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SummaryofaCorporateStrategy:

StrategyStatements

Mission

Vision

Objec


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AssignmentName:_________________ReviewthestrategicplanforBritishAirways,writedownyouranswersbelow:

1.WhatisthemissionstatementforBritishAirways?

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

2.Usingthe3horizonframework,whatwastheirbusinessstrategy?

____________________________________________________________________________________________________

____________________________________________________________________________________________________

3.Whatistheiroperational/functionalstrategy?

____________________________________________________________________________________________________

____________________________________________________________________________________________________



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Page15

BusinessStrategy WHATISSTRATEGICPOSITION?

WHATISSTRATEGICCHOICES?

WHATISSTRATEGICACTION?

19

Fillintheboxes



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Page15

BusinessStrategy 1.STRATEGICPOSITION

(1) Environment:Where

areyoudoing

business?

(2) Strategiccapability:

Howcompe


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Page15

BusinessStrategy

2.STRATEGICCHOICES

(1) BusinessStrategy:Howdo

youmakeyourcustomers

happy?

(2) CorporateStrategy&

diversifica


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BusinessStrategy

3.STRATEGYINACTION

(1) Strategyevalua


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AssignmentWhatarethe3partsofbusinessstrategy?

1.______________________________________________________________

2.______________________________________________________________

3.______________________________________________________________



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Page21

StrategyasdesignStrategyasexperience

DIFFERENTTYPESOF

STRATEGYLENS

1. Peoplearelogical.

2. Theymakegooddecisions

Page28

1. Peoplegetwiserastheygetolder.2. Theymakedecisionsbasedontheir

experience.

3. Olderpeoplemakebe\erdecisions

thanyoungerpeople.

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24



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Strategyasvariety

1. Peoplewithdifferent

ideasandculturemake

be\erdecisions.

2. Peoplewholiketowork

foracompanymake

be\erdecisions.

3. Decisionsshouldbe

basedonsuccessful

ideas.4. Peoplelikegoodideas.

5. Theremustbeasystem

tostoregoodidease.g.

training,database

Page35

Strategyasdiscourse(talking)

1. Logicalpeoplecanmakeother

peopleunderstand,

2. Peoplewhotalkwellcan

makeotherpeople

understand.

3. Peoplewhotalkthesame,

understandeachother.

4. Peoplewhocantalkwell,can

talkthesameandarelogical

willhavepowertomakedecisions.

5. Page38-39

25

DIFFERENTTYPESOF

STRATEGYLENS



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page41


DIFFERENT TYPES OF


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Strategyasdesign

1. Peoplearelogical.

2. Theymakegooddecisions

IMPLICATIONS

27

page29

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

DIFFERENTTYPESOF

STRATEGYLENS


DIFFERENT TYPES OF


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Strategyasexperience

1. Peoplegetwiserastheygetolder.2. Theymakedecisionsbasedontheir

experience.

3. Olderpeoplemakebe\erdecisions

thanyoungerpeople.

IMPLICATIONS

28

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

Page31

DIFFERENTTYPESOF

STRATEGYLENS


DIFFERENT TYPES OF


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Strategyasvariety

1. Peoplewithdifferent

ideasandculturemake

be\erdecisions.

2. Peoplewholiketowork

foracompanymake

be\erdecisions.

3. Decisionsshouldbe

basedonsuccessful

ideas.

4. Peoplelikegoodideas.

5. Theremustbeasystem

tostoregoodidease.g.

training,database

Page35

IMPLICATIONS

29

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

DIFFERENTTYPESOF

STRATEGYLENS


DIFFERENT TYPES OF


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Strategyasdiscourse(talking)

1. Logicalpeoplecanmakeother

peopleunderstand,

2. Peoplewhotalkwellcanmakeotherpeople

understand.

3. Peoplewhotalkthesame,

understandeachother.

4. Peoplewhocantalkwell,can

talkthesameandarelogicalwillhavepowertomake

decisions.

IMPLICATIONS

30page40

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

DIFFERENTTYPESOF

STRATEGYLENS


Case Study :


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CaseStudy:

LeoGroup:

WorkingwithStrategy1.Forma@veevalua@on(2005-2009)

a.LegohasnewCEO-35yearsold.

b.Focusoncorebusiness:

2.Focusondistribu@on:

a.Ini@ally,Legodidnotunderstandtheircustomers.

b.Insteadofyearroundproduc@on,theyincreased

produc@onforChristmas.

3.Focusoncostandsupplychain:

a.LegodecidestomanufacturetheirtoysinChinaandothercountries.

4.Focusoninnova@on:

a.LegoinvitescustomerstodesignnewLegoproducts.

5.Focusonplayingdigital:

a.Legocreatesproductsfortheinternet.

1.Whatkindofstrategiclensdoes

Legohavebeforeandnow?(30words)

2.Threehorizonframework:a.Extendanddefendcorebusiness

1.WhatwasLegocorebusiness?

2.WhydidtheysellLegoland?

(50words)

[email protected]@ngbusiness?

(20words)

c.Createviableop@ons

1.Whatviableop@ondidLegodo?

(20words)



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Chapter2

TheEnvironment


h


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page49

Poli


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page52

THESTRATEGICPLANNINGCYCLE


TheFactorsinaPESTEL


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(Exchange rate go up or

(ICT = Information

Communications Technology)


PESTELANALYSISTEMPLATE


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Case Study :


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CaseStudy:

Theglobal

pharmaceu=calindustry(page547)

1.Industryenvironment:

a.Longandriskyresearchprocess.

b.intensecompe@@onforindustrialproperty.

c.Thegrowingavailabilityofgenericmedicine.

d.Morecontrolsonthepriceofmedicine.

2.BusinessEnvironment

a.Agingpopula@on.

b.PeoplearegeYngfaZersotheyneedmoremedicine.

c.NotenoughfatandoldpeopleweregeYngmedicinebecausethecostofmedicinewashigh.

d.Toreducecost,pharmaceu@calcompaniestriedtoreducethe@me,peoplespendinhospitals.

3.Industrysectors

a.Mostofthemedicinesoldwasbyprescrip@on(85%).

b.Manufactureofgoodswas25%ofcost;Researchanddevelopment(R&D)(16-24%)ofcost;administra@on

(10%ofcost);Salesandmarke@ng(25%)ofcost.

c.Keystrategiccapabili@esweresalesandmarke@ngandR&D.

d.Becauseofmoregenericmedicine,manypharmaceu@calcompaniesclosed.

e.Smallcompanies(bio-tech)appearedtosellmedicineusingnewtechnology.

f.Taxonmedicinewaslow.

UsingthePESTELtemplate,Doa

PESTELanalysisonthiscasestudy


YOURANSWER


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Text


Porter 5 Forces


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Porter5Forces

NewEntrants+BargainingPower(suppliers)+BargainingPower(customers)+Subs


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Impactof

Porter5

Forces


Do a Porters Five Forces for Nike Shoes


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DoaPorter sFiveForcesforNikeShoes...



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PORTERs5FORCESTemplate(Exams)


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ForceType Yes/No Page# Number#

Bargainingpowerof

suppliers

Bargainingpowerof

buyers/customers

ThreatofSubs@tutes

ThreatofNew

Entrants

Compe@@veRivalry

Rivalry

Compe


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y

page65Sunday, April 29, 12

Assignment


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WhatstageofthelifecycleareAppleIncproductsat?


Assignment


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LIfecycleofappleproducts

Usingthe3horizonstrategicframework,whatcorporate

strategyisthis?


Whatarestrategicgroups?


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Strategicgroupsarecompaniesinthesameindustrythathave

similarbusinessstrategies


Whatarestrategicgroupsused?


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Helpsiden


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Whichairlinessharethesimilarbusinessstrategies?Whatarethedifferentbusinessstrategiese.g.lowprice,lowquality,highprice,mediumqualityetc?

1 2

3 4

5

67

89


Whataremarketsegments?


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gAmarketsegmentisagroupofcustomerswhohavesimilar

needs.

page71


Whymarketsegmentationis


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done?Market segmentation is part of themarketing plan. It answers several

questions:

1: Is this customer at high risk of canceling the

company's service? Profitable customers that we need to keepbut these customers are not happy with our products.

2: Is this customer worth retaining? Is keeping thecustomer is profitable ? Managing Customers as Investments.

3: What retention tactics should be used to retainthis customer? For customers who are deemed save-worthy, itsessential for the company to know which save tactics are most likely to

be successful. Tactics commonly used range from providing specialcustomer discounts to sending customers letters, emails, sms that

promote customer loyalty


Assignment 50%ofSegment1beerdrinkersarelikelytodrink


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g yotherbeers.Youhavethe

followinginforma


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Whichairlineshasthemostprofitablemarketsegment?

43

1 23 4

5

67

89

Number____Why?_______________________________________


Business strategy to compete in markets where there are few

BlueOceanStrategy


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Businessstrategytocompeteinmarketswheretherearefew

compe


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Whataretheproblemsofimplemen


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StrategyCanvasAstrategycanvascomparescompe


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gy ythefollowing:

Cri@calSuccessFactors

Perceived

Performance

Valuelines

BlueOcean

Youknowwhoyourcompe


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Assignment


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WhatistheiPadBlueOceanStrategy?

43

________________________

________________________

________________________

________________________

________________________

iPadBLUEOCEANBUSINESS

STRATEGYOPTIONS

49


Perceived

Performance

Valuelines

BlueOcean

IndustryAverage



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Chapter3

StrategicCapabili@es

(CoreCompetence)


WhatisStrategicCapability?


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Strategiccapabilitymeanstheabilitytomaintaincompe


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Physical:Distribu


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Capabilities?

Benchmarking(ComparisonAnalysis)Industry/sector(compareagainsteverybody)Bestinclass(compareagainsttheleader)

Benchmarkingproblems:Surfacecomparison(onlycomparecompe@@veadvantagee.g.customerservice)withoutanalyzingreasons

whycompe@torsarebeZer

Measurementdistor@on(usedwrongmeasurese.g.usenumberoffactoriesinsteadofunitsorsalessoldforcar

makers

ValueChainAnalysis


WhatisVRIN?


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Valuetocustomers

Rarecapabili


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DoaVRINanalysisoniPad.

49


PerceivedPerformance

Valuelines

BlueOcean

IndustryAverage Valuetocustomers

_________________________

Rarecapabili


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1.WhydoesApplehavestrategycapability?

___________________________________________________

2.WhydoesApplehavedynamiccapability?

___________________________________________________

3.WhatarethecorecompetenceofApple?

___________________________________________________


WhatareThreshold&distinctivecapabilities?


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page97

Thresholdanddis


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page97

a ue C a a ys s e ps you de < y t e ays c you c eate a ue o you

customers

Helpsyoutothinkthroughhowyoucanmaximizethisvalue

Andhowyoucandothis:superbproducts,greatservices,orjobswelldone


ExampleofaValueChainAnalysis


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AssignmentHow much is your value added? Profitmargin=$


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$10 $15 $25 $30 $35

-$5

-$15

-$5

-$3

________________________Howmuchisyourvalueadded?


SWOT means :

WhatisaSWOT?


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page106

SWOTmeans: Strength

Weaknesses

Opportuni


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Read through the case study. Write down all the strengths and weaknesses, opportunities and threats you can thinkof in relation to the Sweet Dreams Motel.

The Sweet Dreams Motel Far North Queensland

The Sweet Dreams Motel is a 40-unit, no-frills operation in the less scenic part of a major Queensland resort town.The owner, Mr Smith, firmly believes that there is a need for his style of low-cost family accommodation amid theluxury and beauty of the area. His rooms are large, family-style rooms (there is no television, for example).Although there is plenty of room for future expansion, the grounds are fairly bare with a bit of landscaping, butmostly grass.

Mr Smith can serve breakfast to the rooms and provides tea-making facilities. There are now a lot of goodrestaurants and take-aways in the area. Mr. Smiths prices are less than half of what similar motels charge and only

a fraction of what the big five-star properties are charging. And, really, he isnt all that far away from the beach,shops and other attractions.

The problem is occupancy. He has some regulars who come every holiday period (and have been doing so for thefour years he has owned the property). Overall, occupancy is about 50% year round and he knows from the localtourist office that the other properties average around 68% occupancy year round. New developments could meantrouble. This lack of occupancy can be quite frustrating for Mr Smith. Cars pull in, drive around the parking areas,then drive away.

Currently Mr Smith does very little advertising in local district guides and the holiday papers, mainly because hereally thinks word-of-mouth is the best form of advertising. He is a member of the local tourist committee, but too

busy to go to meetings. However, he does receive the local statistics and knows the average stay in the area is 3.8nights, and that local families and couples and increasingly overseas visitors are his potential customers.

Hes not desperate yet, but hes getting worried and disillusioned. He thought he would be overrun with guests, butthat hasnt happened.


AssignmentAnswerName


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____________


AssignmentAnswer


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Reviewthepointsthatyouhave

missedout



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Chapter4

StrategicPurpose


WhatisStrategicPurpose?Companiestelltheirstrategicpurposethrough:


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p g p p g

MissionstatementsShell is a global group of energy and petrochemical companies. Our aim is to meet the energy

needs of society, in ways that are economically, socially and environmentally viable, now and in the

future.Shell PLC

VisionstatementsApple is committed to bringing the best personal computing experience to students, educators,

creative professionals and consumers around the world through its innovative hardware, softwareand Internet offerings."Apple Inc

StatementsofCorporateValueOur values serve as a compass for our actions and describe how we behave in the world.

Leadership: The courage to shape a better future Collaboration: Leverage collective genius

Integrity: Be real Accountability: If it is to be, it's up to me Passion: Committed in heart and mind Diversity: As inclusive as our brands

Quality: What we do, we do well Coca Cola Inc


WhatisStrategicPurpose?Companiestelltheirstrategicpurposethrough:


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CorporateObjec


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Apple's Mission Statement

Apple Computer is committed to protecting the environment, health and safety of our employees,

customers and the global communities where we operate. We recognize that by integrating sound

environmental, health and safety management practices into all aspects of our business, we can offer

technologically innovative products and services while conserving and enhancing recourses for future

generations. Apple strives for continuous improvement in our environmental, health and safety

management systems and in the environmental quality of our products, processes and services.

Apple's Vision Statement

Apple is committed to bringing the best personal computing experience to students, educators, creative

professionals and consumers around the world through its innovative hardware, software and Internet

offerings.

ReadthefollowingstatementsonAppleIncand

answertheques


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We believe that were on the face of the Earth to make great products.

We believe in the simple, not the complex.

We believe that we need to own and control the primary technologies behind

the products we make.

We participate only in markets where we can make a significant contribution.

We believe in saying no to thousands of projects so that we can really focus on

the few that are truly important and meaningful to us.

We believe in deep collaboration and cross-pollination of our groups, whichallow us to innovate in a way that others cannot.

We dont settle for anything less than excellence in every group in the company,

and we have the self-honesty to admit when were wrong and the courage to

change.

Apple's Corporate Objectives

Apple Inc plans to keep creating and releasing computers and consumerelectronics that are more user friendly.

Apple Inc will focus more opening more stores even in international locations to

help increase sales.

Apple Inc will continue to innovate.


AssignmentAnswerName


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Name_____________

1.WhatdidAppledoinFoxconnChinain2012?

____________________________________________________

____________________________________________________

____________________________________________________

2.Whywasthispartoftheirmissionstatement?

____________________________________________________

____________________________________________________

____________________________________________________


InfluencesonstrategicpurposeCorporate Governance


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CorporateGovernanceTherules,processesorlawsthatacompanymustobey

StakeholdersAperson,groupororganiza


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AirNewZealand


Typesofcorporategovernancemodels


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models

Shareholder

StakeholderShareholdersGovernmentTradeUnionsAuditorsStockExchange

SuppliersBusinesspartnersetc

page129


Benefits/Disadvantagesofbothtypesof corporate governance models


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ofcorporategovernancemodels


Assignment


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1.Whoarethemostimportantstakeholders?

____________________________________________________

____________________________________________________

____________________________________________________

2.Whyaretheythemostimportantstakeholders?

____________________________________________________

____________________________________________________

____________________________________________________



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Chapter11

Evalua@ngStrategies


Whatarethe3keywaysofevaluatingstrategy?


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SuitabilityIsitaBlueOceanstrategy?

AcceptabilityDoesthestrategymeettheexpecta


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Suitability

Whatlevelofstrategye.g.Corporate,BusinessorOpera


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Acceptability

RiskEvalua


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Feasibility

FinancialfeasibilityunderdifferentbusinesslifecyclesStrategicPurpose

Doesthestrategyleadtomoreprofits?

page364


AssignmentAnswerName_____________


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ReviewtheBusinessplanforAmazon.comThisisastrategicplandonebystudentsfromAstonUniversityUK

2.Whatarethestrategicanalysisthattheyhavedone?

(1)___________________(5)___________________

(2)___________________(6)___________________

(3)___________________(7)___________________

(4)___________________(8)___________________


AssignmentAnswerName_____________


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ReviewtheBusinessplanforAmazon.comThisisastrategicplandonebystudentsfromAstonUniversityUK

5.Whatotherstrategicanalysiswouldyouhavedone?

___________________________________________________________

6.Why?

____________________________________________________________

____________________________________________________________

____________________________________________________________



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Chapter6

BusinessStrategy


WhatisaSBU?

A Strategic Business Unit (SBU) is a profit making unit that has its


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AStrategicBusinessUnit(SBU)isaprofitmakingunitthathasits

ownmarke


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g

GenericCostleadershipDifferen


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1.OverallCostLeadership

Competewitheveryone(Broad)SellatLowCost

2.Differen


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Reasonablequalityproducts

Sellthroughdepartmentstore,supermarketetc


Generic:Differentiation

ManyDifferentMarketSegments


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Generic:Differentiation

FewMarketSegments


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Generic:StuckintheMiddleCostLeadership:Sellcheap


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page207

Differen


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page208

2.Lowprice

3.Hybrid:Lowprice

andhigh/reasonable

qualitytoincrease

marketshare

4.Differen


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YourSBUisstuckinthemiddle,whatdoyoudo?

1.____________________________________________________

2.____________________________________________________

3.____________________________________________________

throughdepartmentstore,

supermarketetc)

2.FewMarketsegments(Sell

throughspecialstores)


What To Do If Your Business Is Stuck In the Middle

If you think that your business is stuck in the middle or heading in that


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Ifyouthinkthatyourbusinessisstuckinthemiddleorheadinginthatdirec


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?Whynobody?

Why is there no company in this segment ?

_____________________________________________

_____________________________________________


Interactive:HyperCompetition


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page214

Compe


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page214

segments(Diamond

industry)


Interactive:GameTheoryUsingmathema


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page218

calculatepayoffs(returns)to

business

strategy



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Chapter7

CorporateStrategyand

Diversifica@on


WhatisanAnsoffMatrix?

An Ansoff Matrix


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page232

shows your SBUmarketing strategy:

1.Youwanttoincreaseyour

marketshare

2.Youwanttodevelopnew

productsforanexis


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1.Organicgrowth

2.Expandyourbusiness

3.Diversityoutofyourbusiness

3 4

Which marketing strategy would you use for organic growth?

1.________________ 3. ______________

2.________________


ForwardINTEGRATION

Whatisintegration?Forward

integra


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Backward

Horizontal Horizontal

page241

Closertocustomer

Backward

integra


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g

b. Forward integration ?

c. Vertical integration ?

2. Company XYZ builds houses. Company XYZ is buying another companythat is selling houses. Is this

a. Backward integration ?



3. Company XYZ builds houses. Company XYZ is buying another company

that is making cement. Is this

a. Backward integration ?




Thisisthestrategicdirec


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Assignment


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Basedonthestrategicdirec


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page253

Marketshare($orunits)

GE-McKiseymatrixisusedshowSBUbusinessposi


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HUHTAMAKIdidaer2004?

Forward

Backward

Horizontal Horizontal

INTEGRATION


WhatistheGE-McKinseymatrix?


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Product A

BigmarketBigmarketshareInvestforgrowth

Product B

SmallmarketBigmarketshareGrow/Penetrate

Product C

BigmarketSmallmarketshareExit

STRATEGICCHOICES


Whatistheparentingmatrix?Theparen


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Heartland

ParentunderstandsSBUbusinesswellParentcanhelp

Ballast

ParentunderstandsSBUbusinesswellParentcannothelp

Value Trap

ParentdontknowSBUbusinessButSBUbusinesslooksgood

Alien Territory/Businesses

ParentdontknowSBUbusinessSBUbusinesslooksbad


WhatistheBCGmatrix?TheBCGmatrixshows

howa\rac


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page250

istotheparent


DifferencebetweenAnsoffMatrixandBCG

Very similar to BCG Matrix


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VerysimilartoBCGMatrix

Focusonproductsandmarkets


WherecompaniesareintheBCGmatrix?


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Thisisthestrategicdirec


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Assignment1.In2004,whereis

HUHTAMAKIintheBCG?


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_____________________

2.Whichpartoftheproduct

lifecycle?

_____________________


Whatarestrategicmilestones?StrategicmilestonesareshownonaStrategyMapStrategicmilestonesshowwhatneedstobedonebywhen


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Ch t 10


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Chapter10

Mergers,Acquisi@onsand

Alliances


Whatarethe3waysforacompanytoexpandordiversify?Merger

A j i th t f


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Acompanyjoinsanothercompanytoformanewcompany

Acquisition

Acompanybuysoveranothercompany

Nonewcompanyisformed

Alliance

Strategicallianceiswhereatwoormorecompaniesagreetoshareresourcestopursuethesamestrategy

Collec


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Extension/expansionintoexis


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page331

ManagerialPersonalambi


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themselves

Access

Together,companiescansellmoreofthesameproductthantheycansellby

themselvesespeciallyinanewmarket

Complementary

Together,companiescanmakemoreofthesameproductthantheycanmakebythemselvesbysharingpartsoftheirvaluechaine.glogis


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1.Basedontheparen


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2.Basedontheparen


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3.BasedontheBCGmatrix,whichSBUwouldyoubuyandwhy?

____________________________________________________

____________________________________________________


Chapter 14


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Chapter14LeadershipandStrategic

Change


Whatisculture?

Cultureis:

Whatyourcompanybelievesin


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Mission.Visionandgoals)

Whatyouremployeesbelievein(yourvalues)

Whatyourclientsbelievein(yourclient'svalues)

Howyoutreatyourclients(Benefitsyourclients

experience)

Whatyouraregoodatdoing

(yourcorecompetencies)


Culture drives the behavior of people.

It drives how your staff choose what is done, and what is left undone; what is valued,

and what behavior, actions and outcomes are rewarded.

Culture operates (and can be influenced) at three levels:

1 Behaviors and artifacts dress codes formal policies use of technology

Whatiscorporateculture?


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1. Behaviors and artifacts dress codes, formal policies, use of technology

(including where it is utilized), the physical layout of the office and protocols

dictating how various business teams interact.

2. Values what you believe is correct but not all the time.

3. Assumptions and beliefs when values becomes very common it is taken for

granted.

page168


CultureisamajorpartofStrategy It is how you do business

Whatiscorporatecultureimportant?


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ItishowyoudobusinessItiswhyyoudobusinessItisyourmanagementstyle

Itisyouremployeevalues


Whatisstrategicchange?

Itischangingyourcorporate

culturesothatyoucancompetein

yourbusiness


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y


Whyisstrategicchangenecessary?A.Youwanttokeep

growthstagee.gApple

Inc)

B.Youdonotwantdeclining

stagee.g..HUHTAMAKI


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Whatarethetypesofstrategicchange?

Realignment Transforma


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Adapta&on Evolu&on

Reconstruc


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144page465

3.Preserva


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WhatisForcefieldAnalysis?

Forcefieldanalysisshow the cultural


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showthecultural

forcesthatare

helpingor

stoppingstrategic

change

page469


TypesofStrategicleadershipstyles


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page474


TypesofStrategicleadershipstyles

1.Par&cipa&on Collabora&on

High


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page477

1.Highcapability+Highreadiness=Par


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Whystrategicchangefails1.Deathbyplanning:Plankeepsonchangingsoimplementa


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page477

3.Reinterpreta


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Sunday April 29 12

StrategicDirec@onAnalysis

Keywords:

expanddefend

viableop


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1.See3horizonframework

2.SeeStrategicGroups3.SeeAnsoffmatrix

4.Seeintegra

Documents

Strategic Mgt Slides v5 Copy