Post on 30-May-2018
8/14/2019 Culture Frameworks
1/19
Change Target
Employee values.
Behviours.
Outputs or performance.
8/14/2019 Culture Frameworks
2/19
Control
systems
Stories Symbols
Rituals
and routines
The
Paradigm
Power
structures
Organisational
structures
The cultural web
8/14/2019 Culture Frameworks
3/19
MAPPING REQUIRED
CHANGE (1)FROMWHAT IS
TO
WHAT IS NEEDED
ST
R&R
CS OS
PS
SY
P
ST
R&R
CS OS
PS
SY
P
TARGETING
OUTPUTS
8/14/2019 Culture Frameworks
4/19
MAPPING REQUIRED
CHANGE (2)FROMWHAT IS
TO
WHAT IS NEEDED
ST
R&R
CS OS
PS
SY
P
ST
R&R
CS OS
PS
SY
P
TARGETING
BEHAVIOUR
8/14/2019 Culture Frameworks
5/19
MAPPING REQUIRED
CHANGE (3)
Via communication,
education, trainin,personal development
R&R
CS OS
PS
SY
P
ST
R&R
CS OS
PS
SY
P
TARGETING BEHAVIOURS
TO GET VALUE CHANE
TARGETING
VALUES
ST
P
8/14/2019 Culture Frameworks
6/19
Understanding the Cultural context for change in local government
Controls
Stories Leadership style Characters How things used to be Narrow squeaks Its their fault
Symbols Reserved parking Management suite Secretaries as
domestic support Back-door entry for
staff Dress code
Rituals
and routines
Comittees Formal induction Post/email (the day to day) Doyourjob Overload Deference Blame Someone
Paradigm
Good service Professsional
standing Problem solvers
Power
Chief officer Triumvirate Committees Members
Budgets Service plan Complaints Emergencies Members letters Contract compliance
Organisation
Functional Hierarchical Branches/devolved Patriarchal/autocratic Bureaucratic
(a) Technical Services -- Current
8/14/2019 Culture Frameworks
7/19
Understanding the Cultural context for change in local government
Controls
Stories We know where we
are going Success stories Ownership of strategy
Symbols New front door Parking based on need Social services
Rituals
and routines
Good listening andcommunication
Giving praise Appraisals Accountability Management by
walking about Celebration of
success
Paradigm
Customer-focusedservice quality
Good partners Good at balancing
pritorities
Power
Empowerment Devolved responsibility
Business plans Partnership
agreements Financial controls
Organisation
Open management Flexible Responsive Flat structure Clarity in devolution
(b) Technical Services -- future
8/14/2019 Culture Frameworks
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The 7-S Framework
Skills
Structure
SystemsStrategy
Superordinate
Goals
Style
Staff
8/14/2019 Culture Frameworks
9/19
Corporate purpose and aspirations Ownership Mission and strategic intent Scope and diversity The global dimension
Business Level strategy
Achieving competitive advantage Price-based strategies Differentiation strategies Focus strategies
Corporate Level Strategy Portfolio management
Financial strategy The role of the corporate parent The parenting matrix
Bases of strategic choice
DEVELOPMENT
STRATEGIES
What basis?
8/14/2019 Culture Frameworks
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Strategic Management Framework1. Strategic Management
2. Competitive Advantage
Strategy development12. Growth and Development
13. Restructuring & M&A
14. Decision Making Process
Strategy implementation15. Implementation
16. Managing Change
Organisation9. Culture
10. Learning & Innovation
11.Transnational & Global
Resources6. Value Chain
7. Resources & Capability
8. Deploying Capability
Environment3. Industry Influences
4.Competitor Analysis
5. Value Networks
Strategic Analysis
8/14/2019 Culture Frameworks
11/19
Core Competences - Hamel
Tests for core competence
A bundle of constituent skills and technologies
Not an asset, but an aptitude, an accumulation of learning, tacit
and explicit knowledge
A disproportionate contribution to customer-perceived value Competitively unique
Provide an entre into new markets
Types of core competence
Market access competences
Integrity related competences
Functionality related competences
8/14/2019 Culture Frameworks
12/19
Core competence
critically underpins the organisations
competitive advantage
a bundle of constituent skills and technologies makes a disproportionate contribution to
customer perceived value
competitively unique provides an entry into new markets
8/14/2019 Culture Frameworks
13/19
Strategic capability
Strategic capability is related to: the resources available to the organisation
the competence with which the activities of the organisation are
undertaken
the balance of resources, activities and businesses within theorganisation
Resource audit
physical resources human resources
financial resources
intangibles
8/14/2019 Culture Frameworks
14/19
Criteria to evaluate competitive
advantage
Resistance to erosion of competitive advantage by:
Imitation
Substitution
Resource mobilisation Resource paralysis
Bundling of competences
Product plus service
Linkages of resources
Intangibility
Time-dependency
Complexity
8/14/2019 Culture Frameworks
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Porters Six Principles of Strategic
Positioning The right goal
A superior long-term return on investment
Deliver a value proposition Unique value for a particular set of customers or a particular set of
uses
Distinctive value chain Perform different activities than rivals Perform them in different ways Configure the value chain differently Tailor it to value proposition
Trade-offs Forego some activities to be unique at others
Not try to be all things to all customers Fit together
Mutually reinforcing choices
Continuity of direction To develop unique skills and assets To build strong reputations
8/14/2019 Culture Frameworks
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Porters Generic Strategies
1 Cost leadership 2 Differentiation
3A Cost focus 3B Differentiation focus
Broad target
Narrow target
Lower cost Differentiation
Competi
tiv
escop
e
Competitive Advantage
8/14/2019 Culture Frameworks
17/19
Bowmans Strategy Clock
quoted in Johnson & Scholes (1999)
Perceived
added
value
High
High
Low
Low Price
1
2
3
4
5
6
7
8No frills
Low
price
Hybrid
Differentiation
Focuseddifferentiation
Strategies
destined for
failure
8/14/2019 Culture Frameworks
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8/14/2019 Culture Frameworks
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Porters Five Forces (Porter 1985)
Threat of New EntrantsEntry barriers:
Economies of scale Brand identityCapital requirements
Proprietary product differencesSwitching costs Access to distribution
Proprietary learning curveAccess to necessary inputsLow-cost product design
Government policy Expected retaliationPower of Suppliers
Switching costsDifferentiation of inputsSupplier concentration
Presence of substitute inputsImportance of volume
to suppliersImpact of inputs on cost&
differentiationThreat of forward/backward
integration
Cost relative to total purchasesin industry
Industry RivalryIndustry Growth
Concentration & balanceFixed costs/value addedIntermittent overcapacity
Product differencesBrand identity Switching costs
Informational complexity
Diversity of competitorsCorporate stakes Exit barriers
Power of BuyersBuyer concentration Buyer volumeSwitching costs Buyer informationBuyer profits Substitute products
Pull-through Price sensitivityPrice/total purchasesProduct differences
Brand identityAbility to backward integrate
Impact on quality/performance
Decision makers incentives
Threat of SubstitutesRelative price performance of
substitutesSwitching costs
Buyer propensity to substitute