Bus475.Nov09.1

Who the hell is Larr y ?

Who the hell is Larr y ?

He was born here...

*disclaimer: I wasn’t really born here, but there are no good pictures of Rochester, NY

*disclaimer: I did have a home, I wasn’t raised on the streets

Carnegie Mellon University & Tepper School of Business

Went to work and live here...

Management Science Associates (consulting)

Then he went overseas to here...

Then he had his own internet startup

Then he worked in offshore
outsourcing...

Development is
cheaper offshore!

Marketing is cheaper
offshore too!

Hey, wait!

Started a marketing consulting ﬁrm …

The dog, not the beer. Beer is 2nd best friend.

and started teaching at UOP...

That’s who I am.
Who the hell are you?
• How old are you?

• How long in program?

• Where do you work?

• Peer interview

1
Introduction to Strategic Management

2
Internal and External Environment

Week 1 Points
Importance of Strategic Planning and Management in the Business Environment Paper 5

Week 1 Points
Week 2
Individual Assignment: Conceptualizing a Business 5
Individual Assignment: Value Alignment 10
Learning Team Assignment: Business Selection Discussion 2

Week 1 Points
Week 2
Week 3
Individual Assignment: SWOTT Analysis Paper and Table 5
Learning Team Assignment: Considerations of a Strategic Plan List 2
Learning Team Assignment: Functional Area Interrelationships 10

Week 1 Points
Week 2
Week 3
Week 4
Individual Assignment: Balanced Scorecard 10
Learning Team Assignment: Strategic Direction Evaluation 2

Week 1 Points
Week 2
Week 3
Week 4
Week 5
Individual Assignment: Tactics and Strategies 5
Individual Assignment: Final Strategic Plan and Presentation 15
Individual Assignment: Final Examination 15
Learning Team Assignment: Communication Plan Outline 4

Week 1 Points
Week 2
Week 3
Week 4
Week 5
Individual Assignment: Tactics and Strategies 5
Individual Assignment: Final Strategic Plan and Presentation 15
Individual Assignment: Final Examination 15
Learning Team Assignment: Communication Plan Outline 4
Participation 10

Class policies

• All assignments are due in individual or team forums by 6 p.m.
• Late penalties are 10% per day.
• No assignments accepted after the ﬁnal day of class.
• Technology issues ( forgotten attachments) are not valid late excuses.
Email papers if ecampus becomes goes down.

• Learning teams will most always receive the same grade, however I
reserve the right to assign individual grades for substantial imbalance of
workload or quality.

1st break, learning team
formation & research

Strategy in the news

vs.

President Supermodel Castaway

What is strategic management?
How does your* company use it?
groups of 3 or 4
10 minutes
Select one person to report

exercise
What is strategic management?
How does your* company use it?
groups of 3 or 4
10 minutes
Select one person to report

Strategic management

The set of decisions and actions that result in
formulation and implementation of plans designed to
achieve a company’s objectives

“A strategy delineates a
territory in which a
company seeks to be
unique.”

michael porter

tactic
how
how
tactic

strategy
tactic tactic

how tactic

tactic
how
how
tactic

WHAT
tactic tactic

how tactic

technology
scale

we’re
CHEAP

logistics
bargaining

healthcare

CHANGE

close
gitmo
torture

tracking

we’re
FAST

training
hub & spoke

Mission, Vision & Values
Statements

mission
noun

• [in sing. ] an organization or institution involved in a long-term
assignment in a foreign country : the majestic garden of the West German
mission | : [as adj. ] the mission school.

• a strongly felt aim, ambition, or calling : his main mission in
life has been to cut unemployment.

• an expedition into space.

The unique purpose that sets a
company apart from others of its
type and identiﬁes the scope of its
operations. In product, market, and
technology terms.

havethat
It doesn’t
to be
boring

“I believe that this nation should
commit itself to achieving the goal,
before this decade is out, of landing a
man on the moon and returning him
safely to the earth”

Alcoa's Values
Integrity

Alcoa’s foundation is our integrity. We are open, honest and trustworthy in dealing with
customers, suppliers, coworkers, shareholders and the communities where we have an
impact.

Environment, Health and Safety

We work safely in a manner that protects and promotes the health and well-being of
the individual and the environment.

Customer

We support our customers' success by creating exceptional value through innovative
product and service solutions.

Excellence

We relentlessly pursue excellence in everything we do, every day.

People

We work in an inclusive environment that embraces change, new ideas, respect for the
individual and equal opportunity to succeed.

Profitability

We live our Values and measure our success by the success of our customers,
shareholders, communities and people.

Alcoa's Principles
Integrity
• We live our Values everywhere, all of the time.

• We demonstrate integrity in our behavior and actions.

• We keep our promises.

• We have the confidence and courage to ask for help.

• We expect integrity from every Alcoan and do not tolerate unethical behavior.

• We avoid conflicts of interest but will declare situations where they may occur.

• We expect integrity from our customers, suppliers, and others who do business
with us.

• We communicate openly with individuals and communities on issues that affect
them.
Environment, Health and Safety

• We value human life above all else and manage risks accordingly.

• We relentlessly pursue and continually improve EHS systems and processes to
achieve an EHS incident-free workplace.

• We do not compromise our EHS Value for profit or production.

• We comply with all laws and set higher standards for ourselves and our suppliers
where unacceptable risks are identified.

• We support pollution prevention and sustainable development, by incorporating
social responsibility, economic success and environmental excellence into our
decision making process.

• We measure and assess our performance and are open and transparent in our

• We measure and assess our performance and are open and transparent in our
communications.

• We supply and use safe and reliable products and services.

• We use our EHS knowledge to enhance the safety and well-being of our
communities.

• We are all accountable for conforming with and deploying our EHS Value and
Principles.
Customer

• We deeply understand our customers needs and consistently meet or exceed them
through ABS.

• We build strong long-term customer relationships at all levels.

• We cross organizational and geographic boundaries to seamlessly serve customers.

• We are the leader in our chosen market segments.

• We develop innovative product, service, and information solutions.

• We develop and nurture clear Alcoa and product brand identities.

• We develop and maintain a strong commercial organizational capability.
Excellence

• We continuously set goals beyond the best.

• We demand, recognize, and reward excellence.

• We achieve system excellence through application of the rules of our system and
by rapidly implementing best practices.

• We eliminate waste by rapidly solving problems at their source.

• We move practical and theoretical limits through innovation.

by rapidly implementing best practices.

• We eliminate waste by rapidly solving problems at their source.

• We move practical and theoretical limits through innovation.

• We have rapid change as a mindset.

• We are committed to excellence by living our Values.

• We empower our people through a diverse learning organization to capture the
best from everyone.
People

• We treat each other with dignity and respect at all times.

• We seek to understand each other's ideas and suggestions.

• We value diversity and our individual differences.

• We create and seize opportunities for growth and development.

• We seek and accelerate change.

• We continuously re-design our work to eliminate waste and improve the value of
our work.

• We provide appreciative and constructive feedback to each other to improve our
individual and team performance.

• We create the appropriate balance in our work and family lives.

• We create value in the community in which we live and work, through our
presence and leadership.
Profitability

• We all understand how our job contributes to profitability.

• We eliminate waste every day, reducing our costs and capital requirements.

• We all understand how our job contributes to profitability.

• We eliminate waste every day, reducing our costs and capital requirements.

• We earn our right to grow by achieving returns that exceed our cost of capital.

• We aggressively pursue organic growth by creating exceptional value for customers.

• We make strategic acquisitions and integrate them excellently.

• We openly and effectively communicate our financial results internally and
externally.

• We do not make money at the expense of our Values.
Accountability

• We first recognize our role and responsibilities, then take ownership, and accept the
consequences of our actions.

• We act with a sense of ownership in our workplace.

• We encourage an environment of risk taking within the context of accountability.

• We solve the problems in our area of responsibility and drive continuous
improvement of our work.

• We do what we say we will do.

• We communicate openly as positive team members to increase the performance of
our teams.

• We recognize the impact that our own actions have in all outcomes.

• We recognize individual and team accomplishments and successes.

Your mission: ﬁnd all the
mission statements you can in
15 minutes

To defend the United States
through control and
exploitation of air and space

"…ﬁnding solutions for families, especially busy moms."

"We are committed to achieving new standards of
excellence by providing superior human capital
management services and maximizing the potential of
all stakeholders - clients, candidates and employees -
through the delivery of the most reliable, responsive,
ﬂexible, and cost-effective services possible."

Aﬂac insurance policies may help
you with those expenses not
covered by your major medical plan.

The subversion of the class structure of 19th
century England by making available to the
working and lower-middle classes, upper-class
quality at prices the working and lower-
middle classes could well afford.

What is the difference between a
mission and a vision?

What Where do
business are we want to
we in? be

fundamenta
Articulating a Vision seldom, if ev
To identif
tion, push w
values are tr
Core Ideology five or six, c
Core values values (whic
Core purpose tices, busine
should be o
must stand
preliminary
one, If the ci
for holding t
Envisioned Future
you can’t ho
10-to-30-year BHAG core and sho
(Big, Hairy, Audacious Goal)
Vivid description A high-te
it should pu
CEO asked,
make a hoo
the only th
horsepower

“However, in actual
practice, the mission and vision
statement are frequently
combined into a single
statement.”

Organizational structure,
culture, and purpose

The basic corporate structure

Board & CEO

The basic corporate structure

Board & CEO

Human
R&D Finance Marketing Operations
Resources

The centralized multi-business structure

Board & CEO

R&D

Finance

Marketing

Operations

Human
Resources

The centralized multi-business structure

Board & CEO

R&D Business Unit Business Unit Business Unit Business Unit

Finance

Marketing

Operations

Human
Resources

The de-centralized multi-business structure

Board & CEO

Business Unit Business Unit Business Unit Business Unit Business Unit

R&D R&D R&D R&D R&D

Finance Finance Finance Finance Finance

Marketing Marketing Marketing Marketing Marketing

Operations Operations Operations Operations Operations

Human Human Human Human Human
Resources Resources Resources Resources Resources

Casablanca Cruises

• Bought two used Ocean Liners

• Retroﬁtting for luxury playground

• Active seniors

A slight problem. . .

• Ships have Asbestos

• Must be removed

• Costs $100M in United States

• Costs $20M in Novastan

• You have to do it for less than $30M

Novastan Health Regulations

• Workers must have gloves, overalls, masks, boots
respirators

• U.S. there
are respirators, negative airﬂow control,
much more sophistication

Decision has been made

• Moving ahead with project

• Abiding by Novastani regulations

• plus a little more

Are they wearing the masks?

• Talking to on-site project manager

• Men are not wearing masks

• What do you do?

Disclosure

• Bleeding heart magazine

• Photos of Novastan job site

• No masks, 14 year old workers

Week 2

Write a 1,050-1,400-word paper in which you explain the
importance of your selected business’ vision, mission, and
values in determining your strategic direction.

Week 2


Select an existing organization with which you are familiar
that is different than the one you used for the
“Conceptualizing a Business” paper.

• Write a 700-1,050-word paper in which you analyze the
individual values and the organization’s values as reﬂected
by the organizations plans and actions

Week 2



Discuss with your Learning Team your selected business
from the Week One assignment, Importance of Strategic
Planning and Management in the Business Environment
Paper. In this discussion, share your ideas about what your
business is and what you hope it will become.

Week 2



Business selection discussion

Use your forums
One thread per person/business
Contribute at least one post per person
Summarize your thread

SWOTT Analysis

Environmental scanning

Bus475.Nov09.1

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