HEADLINE GOES HERE

1953

1959 1966

63%

0%

49%

10%

BCG PERSPECTIVE

“In truth we had no strategy other than the idea of seeing if

we could sell anything in the United States”

BUTCHERING

WEAKNESSESB.A ain’t going in

no plane

STRENGTHSWelding

Murdoch’s Mad

OPPORTUNITIES

Old school bus & some scrap

metal

THREATSVillagers

kidnapped by outlaws

INTERNALCAPABILITIES

EXTERNALCONDITIONSPLAN

A strategy is a a one of a kind response to a specific situation

It is a simple and informalprocess of conscious thought

It is the sole responsibilityof the strategist

Implementation can only happen after strategy is fully formulated

The Demand ChainThe McCann WorldGroup Way

Brand Building the Nestlé WayThe Virgin Way

The Profero Way The Diageo Way of Brand Building

The Lowe Institute ToolkitUnilever’s Crafting Brands For Life

The VCCP Methodology

Produce each of the component parts,

assemble and hey presto: strategy.

For clients, often closely linkedwith budgeting process

But analysis is not synthesis

MASS

NICHE

UNDIFFERENTIATED DIFFERENTIATED

COST FOCUS

PIONEER

PREMIUM NICHE

COST LEADERSHIP

FAST FOLLOWER

Market structure drives deliberate positional strategiesThere are limits to the desirable strategies in any given

situationEnd up with a basic number of “generic” strategies

But unable to distinguish getting there from being there

Long Legs

Short Legs

Not powerful Powerful

Tortoise

Panther

Hare

Searching for new opportunities from doing something new or something in a new way

Requires vision: insight / foresight

The process is semiconscious at best

Deliberate in overall vision,emergent in how details unfold

An agile, responsive structure is desirable

Dramatic leaps forward are possible in the face of uncertainty

WHAT IS STRATEGY?

A POSITION?A PLAN? A PROCESS? A PERSPECTIVE?

HOW IS STRATEGY DONE?

YOU’RE BIASEDSearch for supporting evidence

InconsistencyConservatism

RecencyAvailabilityAnchoring

Illusory correlationsSelective perceptionRegression effectsAttribution error

Wishful thinking & optimismUnderestimating uncertainty

Strategic decision making is not rational but a vain attempt to be rational

Concepts, maps & frames are distortions of the world

Strategy is interpretative

Information > Shared meaning > Frame > Socialise > Decide > Act

THE LEARNING SCHOOL

THE LEARNING SCHOOLStrategy is the process of learning over timeBehaviour stimulates thinking retrospectivelyNovel strategies emergeAt the limit, strategy formation& implementation areindistinguishable

Strategies appear first as patterns out of the past, only later as plans for the future, and ultimately perspectives to guide overall behaviour

THE POWER SCHOOL

THE POWER SCHOOL

Rival c

amp g

ame

Coun

ter-i

nsur

genc

y gam

e

Allianc

e buil

ding g

ame

Youn

g Tur

k gam

e

Empir

e buil

der g

ame

Spon

sor g

ame

Stra

tegic

cand

idate

game

Whistle

blower

game

Budge

ting g

ame

THE POWER SCHOOLOrganisations consist of individuals with dreams, hopes, jealousies,

interests and fears

Developing strategy is a political process

There are coalitions of interest groups with enduring differencesin values, beliefs, interests and perceptions of reality

Who gets what

Goals and decisions emerge from bargaining, negotiation and jockeying

HOW IS STRATEGY DONE?

POWERGAMES?

MENTALCONCEPTION?

EMERGENT PATTERNS?

IS THERE A GRAND UNIFIED THEORY?

Purpose of strategy is to maintain stability but to periodically recognise the need for

transformationThere’s a time and a place for each approach

Defend, Prospect, Analyse & React

STABILITY <> CHANGE

PROCESS POSITIONPLAN PERSPECTIVE

POWERGAMES

EMERGENTPATTERNS

MENTALCONCEPTION