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Strategic Management

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Strategic Management

  1. 1. Business Strategic Management Presented By Rahul Ingle
  2. 2. <ul><li>The Evolution in SM thinking </li></ul><ul><li>“ Strategic management is an ongoing process that assesses the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented” </li></ul><ul><li>- Lamb 1984 </li></ul>
  3. 3. EVOLUTION OF STRATEGIC MANAGEMENT DOMINANT THEME 1950s 1960s-early 70s Mid-70s-mid-80s Late 80s –1990s 2000s Budgetary Corporate Positioning Competitive Strategic planning & planning advantage innovation control Financial Planning Selecting Focusing on Reconciling control growth &- sectors/markets. sources of size with diversification Positioning for competitive flexibility & leadership advantage agility Capital Forecasting. Industry analysis Resources & Cooperative budgeting. Corporate Segmentation capabilities. strategy. Financial planning. Experience curve Shareholder Complexity. planning Synergy Portfolio analysis value. Owning E-commerce. standards. — Knowledge Management— Coordination Corporate Diversification. Restructuring. Alliances & & control by planning depts. Global strategies. Reengineering. networks Budgeting created. Rise of Matrix structures Refocusing. Self-Organiz systems corporate Outsourcing. ation & virtual planning organization MAIN ISSUES KEY CONCEPTS& TOOLS MANAGEMENT IMPLIC- ATIONS
  4. 4. Historical development of Strategic Management <ul><li>Birth of strategic management </li></ul><ul><li>originated in the 1950s and 60s </li></ul><ul><li>Alfred D. Chandler, Jr., </li></ul><ul><li>Philip Selznick, </li></ul><ul><li>Igor Ansoff, </li></ul><ul><li>Peter F. Drucker </li></ul>
  5. 5. What is strategic management? <ul><li>A continuous, iterative process aimed at keeping an organization as a whole appropriately matched to its environment (Certo and Peter) </li></ul><ul><li>Keeping the business in tune with management and marketing forces both outside and inside the firm </li></ul>
  6. 6. Benefits of strategic management <ul><li>Establish the mission </li></ul><ul><li>Formulate philosophy </li></ul><ul><li>Establish policies </li></ul><ul><li>Setting objectives </li></ul><ul><li>Developing strategy </li></ul><ul><li>Plan the organizational structure </li></ul><ul><li>Provide personnel </li></ul><ul><li>Establish procedures </li></ul><ul><li>Provide facilities </li></ul><ul><li>Provide capital </li></ul><ul><li>Set standards </li></ul><ul><li>Establish programs and plans </li></ul><ul><li>Control information </li></ul><ul><li>Activate people </li></ul>
  7. 7. Strategic Management Process Define the business and establishing a strategic mission. Setting strategic objectives and performance targets Formulating a strategy to achieve the target objectives and performance Implementing and executing the strategic plan Evaluating performance and reformulating the strategic plan. Redefine as needed Revise as needed Reformulate as needed Rework as needed Recycle to phases 1, 2, 3 as needed Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
  8. 8. Steps to strategic management <ul><li>Environmental analysis </li></ul><ul><li>Establish organizational direction </li></ul><ul><li>Strategy formulation </li></ul><ul><li>Strategy implementation </li></ul><ul><li>Strategic control </li></ul>
  9. 9. Analysis of Environment <ul><li>Five Force model </li></ul><ul><li>PEST </li></ul><ul><li>SWOT Analysis </li></ul><ul><li>BCG matrix </li></ul><ul><li>GE matrix </li></ul><ul><li>Ansoff Matrix </li></ul><ul><li>Value chain analysis </li></ul>
  10. 10. Environmental analysis <ul><li>Process of examining the organization’s environment to determine: </li></ul><ul><ul><li>Strengths </li></ul></ul><ul><ul><li>Weaknesses </li></ul></ul><ul><ul><li>Opportunities </li></ul></ul><ul><ul><li>Threats </li></ul></ul>
  11. 11. Environmental structure <ul><li>General environment </li></ul><ul><ul><li>Social, economic, political, legal, technical </li></ul></ul><ul><li>Operating environment </li></ul><ul><ul><li>International, supplier, labor, competition, customer </li></ul></ul><ul><li>Internal environment </li></ul><ul><ul><li>Organizational, marketing, financial, personnel, production </li></ul></ul>
  12. 12. Methods of environmental forecasting <ul><li>Expert opinion </li></ul><ul><li>Trend extrapolation </li></ul><ul><li>Trend correlation </li></ul><ul><li>Dynamic modeling </li></ul><ul><li>Cross-impact analysis </li></ul><ul><li>Multiple scenarios </li></ul><ul><li>Demand/hazard forecasting </li></ul>
  13. 13. Establish organizational direction <ul><li>Establishing an organizational direction for the company involves determining two indicators: </li></ul><ul><ul><li>Organizational mission – the reason why the organization exists </li></ul></ul><ul><ul><li>Objectives – measurable targets to track the growth of the business </li></ul></ul>
  14. 15. Key objective areas <ul><li>Market standing </li></ul><ul><li>Innovation </li></ul><ul><li>Productivity </li></ul><ul><li>Resource levels </li></ul><ul><li>Profitability </li></ul><ul><li>Manager performance and development </li></ul><ul><li>Worker performance and attitude </li></ul><ul><li>Social responsibility </li></ul>
  15. 16. Types of objectives <ul><li>Profitability </li></ul><ul><li>Growth </li></ul><ul><li>Market share </li></ul><ul><li>Social responsibility </li></ul><ul><li>Employee welfare </li></ul><ul><li>Product Quality </li></ul><ul><li>Service </li></ul><ul><li>R&D </li></ul><ul><li>Diversification </li></ul><ul><li>Efficiency </li></ul><ul><li>Financial stability </li></ul><ul><li>Resource conservation </li></ul><ul><li>Mgt & labor development </li></ul>
  16. 17. Strategy formulation <ul><li>What are the purpose and objective of the organization? </li></ul><ul><li>Where is the organization presently going? </li></ul><ul><li>What critical environmental factors does the organization currently face? </li></ul><ul><li>What can be done to achieve organizational objectives more effectively in the future? </li></ul>
  17. 18. Growth-share matrix 2 4 6 8 10 12 14 18 20 22 Market Growth Rate (percent) 10.0 5.0 2.0 1.0 0.5 0.1 Relative Market Share Stars Cash Cows Dogs Question Marks
  18. 19. Formulating business strategies <ul><li>Structural analysis of competitive forces </li></ul><ul><ul><li>Threat of new entrants </li></ul></ul><ul><ul><li>Bargaining power of suppliers </li></ul></ul><ul><ul><li>Bargaining power of buyers </li></ul></ul><ul><ul><li>Threat of substitute products </li></ul></ul><ul><ul><li>Rivalry among existing competitors </li></ul></ul><ul><ul><li>Strategic alternatives </li></ul></ul>
  19. 20. Scenario Analysis <ul><li>Confronting Assumptions </li></ul><ul><li>Recognizing the degree of uncertainty </li></ul><ul><li>Mental Maps </li></ul><ul><li>Mapping the uncertainty </li></ul><ul><li>Conflict and Dilemma </li></ul><ul><li>Phases: Research, Scenario building, Application and Dissemination </li></ul>
  20. 21. Formulating functional strategies <ul><li>Operations strategy </li></ul><ul><li>Financial strategy </li></ul><ul><li>Marketing strategy </li></ul><ul><li>Human resource strategy </li></ul>
  21. 22. Competitive Strategy <ul><li>Overall cost leadership </li></ul><ul><li>Differentiation </li></ul><ul><li>Focus </li></ul>
  22. 23. Strategy implementation <ul><li>Commander approach </li></ul><ul><li>Organizational change approach </li></ul><ul><li>Collaborative approach </li></ul><ul><li>Cultural approach </li></ul><ul><li>Crescive approach </li></ul>
  23. 24. Commander approach <ul><li>Manager determines “best” strategy </li></ul><ul><li>Manager uses power to see strategy implemented </li></ul><ul><li>Three conditions must be met </li></ul><ul><ul><li>Manager must have power </li></ul></ul><ul><ul><li>Accurate and timely information is available </li></ul></ul><ul><ul><li>No personal biases should be present </li></ul></ul>
  24. 25. Commander approach <ul><li>Limitations </li></ul><ul><ul><li>Can reduce employee motivation and innovation </li></ul></ul><ul><li>Advantages </li></ul><ul><ul><li>Managers focus on strategy formulation </li></ul></ul><ul><ul><li>Works well for younger managers </li></ul></ul><ul><ul><li>Focuses on objective rather than subjective </li></ul></ul>
  25. 26. Organizational change approach <ul><li>Focuses on the organization </li></ul><ul><li>Behavioral tools are used </li></ul><ul><li>Includes focusing on the organization’s staffing and structure </li></ul><ul><li>Often more effective than Commander </li></ul><ul><li>Used to implement difficult strategies </li></ul>
  26. 27. Organizational change approach <ul><li>Limitations </li></ul><ul><ul><li>Managers don’t stay informed of changes occurring within the environment </li></ul></ul><ul><ul><li>Doesn’t take politics and personal agendas into account </li></ul></ul><ul><ul><li>Imposes strategies in a “top-down” format </li></ul></ul><ul><ul><li>Can backfire in rapidly changing industries </li></ul></ul>
  27. 28. Collaborative approach <ul><li>Enlarges the Organizational Change Approach </li></ul><ul><li>Manager is a coordinator </li></ul><ul><li>Management team members provide input </li></ul><ul><li>Group wisdom is the goal </li></ul>
  28. 29. Collaborative approach <ul><li>Advantages </li></ul><ul><ul><li>Increased quality and timeliness of information </li></ul></ul><ul><ul><li>Improved chances of effective implementation </li></ul></ul><ul><li>Limitations </li></ul><ul><ul><li>Contributing managers have different points of view and goals </li></ul></ul><ul><ul><li>Management retains control over the process </li></ul></ul>
  29. 30. Cultural approach <ul><li>Includes lower levels of the company </li></ul><ul><li>Breaks down barriers between management and workers </li></ul><ul><li>Everyone has input into the formulation and implementation of strategies </li></ul><ul><li>Works best in high resource firms </li></ul>
  30. 31. Cultural approach <ul><li>Advantage </li></ul><ul><ul><li>More enthusiastic implementation </li></ul></ul><ul><li>Limitations </li></ul><ul><ul><li>Workers should be informed, intelligent </li></ul></ul><ul><ul><li>Consumes large amounts of time </li></ul></ul><ul><ul><li>Strong company identity becomes handicap </li></ul></ul><ul><ul><li>Can discourage change and innovation </li></ul></ul>
  31. 32. Crescive approach <ul><li>Addresses formulation and implementation simultaneously </li></ul><ul><li>Subordinates develop, champion, and implement strategies on their own </li></ul><ul><li>“ Bottoms-up” approach </li></ul><ul><li>Ultimate strategy is sum of all “successful” approaches </li></ul>
  32. 33. Crescive approach <ul><li>Advantages </li></ul><ul><ul><li>Encourages middle management to participate </li></ul></ul><ul><ul><li>Strategies are more operationally sound </li></ul></ul><ul><li>Limitations </li></ul><ul><ul><li>Resources must be available </li></ul></ul><ul><ul><li>Tolerance must be extended </li></ul></ul>
  33. 34. Strategic control <ul><li>Typically consists of three steps </li></ul><ul><ul><li>Monitoring performance </li></ul></ul><ul><ul><li>Comparing performance to standards </li></ul></ul><ul><ul><li>Taking corrective action where needed </li></ul></ul>
  34. 35. Balance Score Card & Strategy Map <ul><li>Customer Perspective </li></ul><ul><li>Financial Perspective </li></ul><ul><li>Internal Business Process Perspective </li></ul><ul><li>Learning and Growth Perspective </li></ul>
  35. 36. Different School of thought on Strategy <ul><li>The Design School </li></ul><ul><li>The Planning School </li></ul><ul><li>The Positioning School </li></ul><ul><li>The Entrepreneurial School </li></ul><ul><li>The Cognitive School </li></ul><ul><li>The Learning School </li></ul><ul><li>The Power School </li></ul><ul><li>The Cultural School </li></ul><ul><li>The Environmental School </li></ul><ul><li>The Configuration School </li></ul>
  36. 37. Corporate Planning Process Target Setting Gap Analysis Strategic Appraisal Strategic Formation Strategic Implementation
  37. 38. Organizational implications of different strategies . <ul><li>Using McKinsey 7S framework for looking at strategies implication. </li></ul>
  38. 39. The Turbulent 21 st Century <ul><li>Collapse of New Economy </li></ul><ul><li>Dot.com bubble bursts </li></ul><ul><li>TMT recession </li></ul><ul><li>Corporate Scandals </li></ul><ul><li>Enron, WorldCom, Parmalat </li></ul><ul><li>Jack Welch’s retirement package </li></ul><ul><li>War </li></ul><ul><li>Invasion of Afghanistan </li></ul><ul><li>& Iraq </li></ul><ul><li>Civil wars in Congo, Liberia, Sudan, Somalia </li></ul>Age of Disbelief <ul><li>The Curse of Terrorism </li></ul><ul><li>Sept. 11, 2001 </li></ul><ul><li>Suicide bombings in </li></ul><ul><li>Israel, Iraq, Saudi Arabia, Turkey, Afghanistan </li></ul><ul><li>Fear of Disease </li></ul><ul><li>SARS, Mad Cow, Bird Flu </li></ul>Unstable Currencies US$ declines by >50% against Euro 2002-04 <ul><li>Decline of </li></ul><ul><li>Multilateralism </li></ul><ul><li>Collapse of Doha round </li></ul><ul><li>Trade wars between US, EU, China </li></ul><ul><li>Weakening of UN </li></ul><ul><li>International </li></ul><ul><li>competition intensifies </li></ul><ul><li>China as Workshop of the World </li></ul><ul><li>Outsourcing to LDCs </li></ul>
  39. 40. <ul><li>Key T rends of the 1990s: </li></ul><ul><li>Quest for shareholder value </li></ul><ul><li>Adjusting to increased </li></ul><ul><li>turbulence & more intense competition </li></ul><ul><li>I nfluen tial S trategy Concepts : </li></ul><ul><li>Modern financial analysis </li></ul><ul><li>— shareholder value, economic profit, </li></ul><ul><li>option theory </li></ul><ul><li>C ore competences and intangible </li></ul><ul><li>assets </li></ul><ul><li>Dynamic ally competiti ve markets </li></ul><ul><li>—“ hypercompetition” </li></ul><ul><li>Competitive advantage through </li></ul><ul><li>alliances, networks, and standards </li></ul><ul><li>Major Themes of Business Strategy : </li></ul><ul><li>Cost cutting — squeezing </li></ul><ul><li>overhead, business process re- </li></ul><ul><li>engineering, increasing labor </li></ul><ul><li>productivity </li></ul><ul><li>Outsourcing / refocusing / </li></ul><ul><li>divestment </li></ul><ul><li>Performance m ana g ement and </li></ul><ul><li>i ncentive alignment </li></ul>Directions in Strategic Management Practice —Trends of the 1990s
  40. 41. Future Sources of Profit Limits of downsizing/cost cutting Where are future sources of profit? Technology Continued advances in ICT Forces Shaping Company Strategies 2001…… <ul><li>Concepts & Theories </li></ul><ul><li>Resources & capabilities as </li></ul><ul><li>basis for competitive advantage </li></ul><ul><li>Knowledge-based theory </li></ul><ul><li>of the firm </li></ul><ul><li>Option theory </li></ul><ul><li>Complexity theory </li></ul><ul><li>The Business </li></ul><ul><li>Environment </li></ul><ul><li>Uncertainty </li></ul><ul><li>Stalling of economic </li></ul><ul><li>liberalization </li></ul><ul><li>Intense competition </li></ul><ul><li>Demands of society </li></ul><ul><li>Social & environmental responsibility </li></ul><ul><li>Ethics & fairness </li></ul><ul><li>Quest for meaning </li></ul>
  41. 42. <ul><li>STRATEGY </li></ul><ul><li>Multiple competitive advantages/multiple capabilities </li></ul><ul><li>Innovation / New Product Development / New </li></ul><ul><li>Business Development </li></ul><ul><li>Alliances & networks </li></ul><ul><li>MANAGEMENT SYSTEMS </li></ul><ul><li>Knowledge management </li></ul><ul><li>(incl. best-practice transfer) </li></ul><ul><li>Redesigning incentive systems </li></ul><ul><li>Rethinking performance management </li></ul><ul><li>Capturing human creativity </li></ul>Emerging Developments <ul><li>ORGANIZATION </li></ul><ul><li>STRUCTURE </li></ul><ul><li>Reconciling flexibility </li></ul><ul><li>& integration </li></ul><ul><li>Modular structures </li></ul><ul><li>Multidimensional structures </li></ul><ul><li>Informal organization & </li></ul><ul><li>self-organization </li></ul>
  42. 43. The Need to Redesign Organizations THE PAST THE FUTURE Emphasis on control Emphasis on co-ordination Decisions located centrally Decisions located where relevant knowledge exists Simple structures , u nified line of command Multidimensional structures Diffused authority, but clear responsibilities Single performance goal Multiple performance goals Organization by design Self organization
  43. 44. Emerging Organizational Forms Process-based Organizing around business processes organizations Organizing around corporate processes - entrepreneurial process - competence building process - renewal process From unitary to parallel Separate coordination structures for structures different processes . E .g. 3M ’s product development structure; separate structures for TQM and change management Project-based organization E.g. engineering cos., consulting firms , also manufacturing cos. e.g. Oticon Network and v irtual E .g. e lectronics in Silicon Valley , c lothing o rganization and packaging equip ment in Italy Organizing for capability Shifting emphasis of organization development design from control to coordination
  44. 45. Q&A
  45. 46. Thank You

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