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Innovare per Competere
Matrici per le decisioni strategiche:
Il caso TESI-Aeronutica
Decisioni strategiche per un progetto di crescita di un’impresa
familiare in una supply chain globale
Enrico Viceconte - Stoà
Luigi Punzo – TESI Aeronautica
Agenda
• Visual thinking in Strategy
• Maps to support strategic thinking
• Value Chain (Porter)
• Growth by diversification (Ansoff)
• Situational Analysis (Humphrey)
• Tesi Aeronautica Case History
• Q&A
A tribute to Porter
SUPPLY
INTEGRATION /
INTERFACE TO
THE MARKETPRODUCTION
DIFFERENT
MARKETS
DIFFERENT
PRODUCTS
OUR USUAL
MARKET
OUR USUAL
PRODUCTS
Michael Porter
(Ann Arbor, 23 maggio 1947)
Threats of the attacks of enemies
SUPPLY
INTEGRATION /
INTERFACE TO
THE MARKETPRODUCTION
DIFFERENT
MARKETS
DIFFERENT
PRODUCTS
OUR USUAL
MARKET
OUR USUAL
PRODUCTS
Michael Porter
(Ann Arbor, 23 maggio 1947)
Porter’s
5 Forces
Opportunities for action
SUPPLY
INTEGRATION /
INTERFACE TO
THE MARKETPRODUCTION
DIFFERENT
MARKETS
DIFFERENT
PRODUCTS
OUR USUAL
MARKET
OUR USUAL
PRODUCTS
Backward
strategy
Forward
strategy
Product
diversification
Market
diversification
Michael Porter
(Ann Arbor, 23 maggio 1947)
SUPPLIER
PRODUCER
INTEGRATION /
INTERFACE TO
THE MARKET
A supply chain:
more market or more hierarchy?
VALUE FLOW
VALUE FLOW
SUPPLIER
PRODUCER
A supply chain:
more market or more hierarchy?
INTEGRATION /
INTERFACE TO
THE MARKET
Matrici per le decisioni strategiche
Matrici per le decisioni strategiche
Matrici per le decisioni strategiche
Matrici per le decisioni strategiche
SUPPLIER
PRODUCER
INTEGRATION/
INTERFACETO
THEMARKET
VALUE FLOW VALUE FLOW
PRODUCT
INTEGRATOR
COMPONENTS, SUBSYSTEMS
AND MATERIALS
SUPPLIER
SELLER
CUSTOMER
PRODUCT
INTEGRATOR
COMPONENTS, SUBSYSTEMS
AND MATERIALS
SUPPLIER
SELLER
CUSTOMER
PRODUCT
INTEGRATOR
COMPONENTS, SUBSYSTEMS
AND MATERIALS
SUPPLIER
SELLER
CUSTOMER
PRODUCT
INTEGRATOR
COMPONENTS, SUBSYSTEMS
AND MATERIALS
SUPPLIER
SELLER
CUSTOMER
PRODUCT
INTEGRATOR
COMPONENTS, SUBSYSTEMS
AND MATERIALS
SUPPLIER
SELLER
CUSTOMER
ENGINE
(Rolls-Royce)
AIRCRAFT
(Viscount)
AIRLINE
(BEA)
Matrici per le decisioni strategiche
Matrici per le decisioni strategiche
Matrici per le decisioni strategiche
Matrici per le decisioni strategiche
A supply chain:
more market or more hierarchy?
An old style supply chain
with more market
60% of Value Added
A supply chain:
more market or more hierarchy?
A new style supply chain
with more hierarchy
30% of Value Added
60% of Value Added
at the top
Market or hierarchy?
Hierarchy is inside
BOEING
More hierarchy is
outside BOEING
Extended Enterprise
30% of Value Added
at the top
AIRWORTHINESS
TRUSTWORTHINESS
COST
STRATEGY
DIFFERENTIATION
STRATEGY
FOCUSED
PRODUCT MIX
STRATEGY
WIDE
PRODUCT MIX
STRATEGY
EXTENSION
Porter’s Generic Strategies
THE CUSTOMER NEED IS
TO WRITE ON PAPER
un’impresa familiare in una supply chain globale
un’impresa familiare in una supply chain globale
AIRWORTHINESS +
TRUSTWORTHINESS
Igor Ansoff
Ingegnere
(Vladivostok, 12 dicembre
1918 – San Diego, 14
luglio 2002)
MACCHINATI
PER AERONAUTICA
LAMIERATI
PER AERONAUTICA
MACCHINATI
PER ALTRI SETTORI
ALTRO
PER ALTRI SETTORI
ALTRI MERCATI
AERONAUTICA
MACCHINATI ALTRI TIPI DI PRODOTTI
NUOVE CAPABILITIES
TECNICHE
NUOVE CAPABILITIES
RELAZIONALI
NUOVE CAPABILITIES
TECNICHE E RELAZIONALI
MIGLIORI CAPABILITIES
TECNICHE E RELAZIONALI
INCREASE THE RANGE
OF AIRWORTHINESS
INCREASE THE RANGE OF
TRUSTWORTHINESS
Albert Humphrey
Ingegnere
(USA, 2 giugno 1926 –
UK, 31 ottobre 2005)
CRESCITA DEL MERCATO
CAPABILITY AERONAUTICHE
CAPABILITY NON CNC
CAPACITY NON ESISTENTE
CHIUSURA ALTRI PLAYER
FIDUCIA DI ALENIA
INCERTEZZA DEL MERCATO
NUOVI PLAYER MONDIALI
CAPABILITY CNC
EXPLORATION
NUOVE CAPABILITIES
E CAPACITY
EXPLOITATION
TECNICA E RELAZIONALE
Conservare la
STRUTTURA FAMILIARE
TRATTENERE INEGNERI
CAPABILITY NON AERO.
ABBANDONO
PROGETTI NON
AERONAUTICI
CRESCITA DEL MERCATO
CAPABILITY AERONAUTICHE
CAPABILITY NON CNC
CAPACITY NON ESISTENTE
CHIUSURA ALTRI PLAYER
FIDUCIA DI ALENIA
INCERTEZZA DEL MERCATO
NUOVI PLAYER MONDIALI
CAPABILITY CNC
CAPABILITY NON AERO.
ZONA DI ESPLORAZIONE,
RISCHIO, CORAGGIO E
SPERANZA
PROGETTI DI
INVESTIMENTO
SVILUPPO, INNOVAZIONE
APPRENDIMENTO
ZONA DI COMFORT
PROGETTI PER METTERE A
FRUTTO LE CAAPBILITIES
PER FINANZIARE
L’INNOVAZIONE
E LA DIFESA
E MIGLIORARE
CONTINUAMENTE
ZONA DI CONTINUTA’ E
DELL’ORGOGLIO
PROGETTI PER DIFENDERE E
CONSERVARE LE
COMPETENZE COSTRUITE
E LA CONTINUITA’AZIENDALE
PER IL FUTURO
ZONA DEL REALISMO
PROGETTI CHE DRENANO
ENERGIA
DAABBANDONARE
ZONA DI ESPLORAZIONE,
CORAGGIO E SPERANZA
PROGETTI DI
INVESTIMENTO
SVILUPPO, INNOVAZIONE
APPRENDIMENTO
ZONA DI COMFORT
PROGETTI PER METTERE A
FRUTTO
FINNZIARE L’INNOVAZIONE
FIANZIARE LA DIFESA
MIGLIORARE
CONTINUAMENTE
ZONA DI CONTINUTA’ E
DELL’ORGOGLIO
PROGETTI PER DIFENDERE E
CONSERVARE LE
COMPETENZE COSTRUITE
E LA CONTINUITA’AZIENDALE
PER IL FUTURO
ZONA DEL REALISMO
PROGETTI CHE DRENANO
ENERGIA
DAABBANDONARE
VOLANO
STABILIZZATORE
FOCALIZZAZIONE
MOTORE
A REGIME
APPRENDIMENTO
CON RISCHI
ELIMINAZIONE
DEGLI SPRECHI DI
FOCALIZZAZIONE
Matrici per le decisioni strategiche
1990 to 1995
1990 to 2018
un’impresa familiare in una supply chain globale
La parola a Luigi Punzo
Grazie
enrico.viceconte@gmail.com
Matrici per le decisioni strategiche

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Matrici per le decisioni strategiche