A summary lecture on Strategic Management. Given at Copenhagen Business School's MBA program spring 2010, while in the program.
The presentation gives an overview of the field of strategy. Extra attention is given to strategic innovation as a core discipline.
The presentation is rounded out by a Goldman Sachs strategy case.
Please contact Christian@engage-innovate.com for further information.
21. 1980 1985 Six Sigma ” In search of Excellence” 7 S Value Chain Resource-based view VRIO TQM (2) Lean Balanced Scorecard Strategic intent Knowledge company Crafting strategy
22. 1990 1995 BPR Networks Disruptive innovation Core Competences BSC (2) Learning organizations Mass custimization Positive psychology Strategymaking as serious play Disruptive technologies Intellectuca l capital Employee engagement Strategy safari HR-champion Competitive advantage through people Sears case Strategy as revolution Ongoing dynamic prosess Rise and fall of strategic planning
23. 2000 2005 Strategy maps BusinessEQ NPS Blue Ocean Strategy The Long Tail Stratey Index Human Sigma Management Innovation( 2) Office of Strategy Management Deep Discount str. Gallup path Knowledge-based theory of the firm Execution Danish strategy barometer Crowd-sourcing Say your strategy?
24. 2010 2015 Innovators dream of what might be…. Innovation
31. Adapted from Lybecker, 2007 Strategic Planning Strategic Innovation Analytical Creative Logical and linear Disruptive Expect the future to be much like the present Expect the future to be dynamic and different Developing existing business model Developing alternativ (new) business model Focus on improving performance Focus on new realities Technology & product-driven Customer-driven Following traditions, rules and mental models Breaking traditions, rules and mental models
32. The Four Strategic Perspectives; Andersen, Froholdt & Poulfelt The Positiong perspective (external) The Resource-based perspective (internal) Blue Ocean Strategy- perspective Discount strategy perspective Compete in existing market space Compete by developing strong resources Create uncontested market space Compete in hypercompetitive market space Beat the competitors through a strong position Resources should be Valuable, Rare, Non-imirable and exploited by the organization (VRIO) Make the competition irrelevant Own value creation while destroying value for others Exploit existing demand Utilize strenghts in resource profile Create and capture new demand Both supply push and demand pull Low cost OR Differentation Leverage resources Create uncontested value Craft the strategy with disruptive effect
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34. Strategic Analysis Idea Follow-up & Control Strategic Choice Strategy Execution Strategic Planning Business idea Value proposition Strategic Intent Vision Mission Values Unleash Human Imagination What’s our dream? Aligment with the rest of the organization Connect: Strategy; Metrics; Training and development Performance reviews Rewards & bonuses World-class alignment ” I know and understand our strategy” ” I am enthusiastic about our strategy” ” Every day, I make our strategy happen” BSC Communi-cations strategy Execution Be defined by industry or blow up the industry’s borders? Clear choice of what we want to be and do Clear choice of what we don’t want to be and do Investments Long-term Goals Align: Organization Culture Rewards People Radical business model innovation Imagine if… Scenarios Options Uniqe Industry Position Business plan: Long-term goals and plans BSC Strategy maps External Porter 5F PESTEL BCG Matrix Market & customer analysis ” faster horses” Internal Financials SWOT VRIO (CC) 7 S Value chain BEQ NPS Human Sigma Employee & Customer Engagement Innovation rate Culture GPTW
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Notas del editor
and felt above the knee, "What this most wondrous beast is like is very plain" said he, "'Tis clear enough the elephant is very like a tree." The fifth who chanced to touch the ear said, "E'en the blindest man Can tell what this resembles most; deny the fact who can; This marvel of an elephant is very like a fan." The sixth no sooner had begun about the beast to grope, Than seizing on the swinging tail that fell within his scope; "I see," said he, "the elephant is very like a rope." So six blind men of Hindustan disputed loud and long, Each in his own opinion exceeding stiff and strong; Though each was partly in the right, they all were in the wrong!
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
Bartlett, Ghoshal (2002)
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
“ The secrets of successful strategies; Winning People’s Emotional Commitment” Prof. Costas Markides, London Business School
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.
It’s a dirty little secret: Most executives can’t articulate their business strategy in a simple statement. And if they cannot, of course, then neither can anyone else.