Artikelen Strategisch Management 2012

8/2/2019 Artikelen Strategisch Management 2012

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RSM - Bedrijfskunde : Artikelen Strategisch Management 2012

HC 1 STRATEGISCH MANAGEMENT

Bradley, Hirt & Smit (2011) Have You Tested Your Strategy Lately?

There are 10 tests for assessing principles and improving strategies:

1. Will your strategy beat the market?Just playing along with the market isnt assafe as it seems. Weaker contenders in business win often when they deploy a

divergent strategy.

2. Does your strategy tap a true source of advantage? Competitive advantage stemsfrom positional advantages and special capabilities. In a dynamic view, every

competitive advantage that you have becomes less over time.

3. Is your strategy granular about where to compete? Companies should strive tooutposition competitors by regularly reallocating resources as opportunities shift

within and between segments.

4. Does your strategy put you ahead of trends? To see which trends really matter,assess their potential impact on the financial position of your company and

articulate the decisions you would make differently if that outcome were certain.

5. Does your strategy rest on privileged insights? Companies that go out of their wayto experience the world from their customers perspective develop better strategies.

6. Does your strategy embrace uncertainty? Begin by removing as much uncertaintythat influence strategic decision-making as possible. Then carefully analyze the

remaining, irreducible uncertainty, which should be at the heart of your strategy.

7. Does your strategy balance commitment and flexibility? The greater thecommitment you make, the less flexibility remains. A market-beating strategy will

focus on just a few crucial, high-commitment choices to be made now, while leaving

flexibility for other such choices to be made over time.

8. Is your strategy contaminated by bias? Strategy is prone to faulty logic. Thus, itscritical to have different opinions and to maintain a culture of challenge. Alsoimagine yourself in a future where your decision turned out to have been mistaken

and identify why that might have been so.

9. Is there conviction to act on your strategy? To move ahead with implementation,you need to openly question the old assumptions and allow managers to develop a

new set of beliefs in tune with the new situation. CEO s and boards must make sure

that the whole team actually shares the new beliefs that support the strategy.

10.Have you translated your strategy into an action plan? You must define clearlywhat you are moving from and where you are moving to. Most importantly, the

effort put into aligning the strategy with the available budget will pay off many times

over.

Simons (2010) Stress-Test Your StrategyAll executives should ask these 7 questions to spot inefficiencies and ensure their strategies'

success:

1. Who is the primary customer?2. Do shareholders, employees or customers come first?3. What critical performance variables are tracked?4. What strategic boundaries are set?5. Is creative tension generated?6. How commited are employees to cooperating with each other?7. What strategic uncertainties keep you awake at night?


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The questions are intended stimulate engagement. Its important to remember the following

things when asking these questions: ask the whole team, pose the questions face-to-face

(you cant get real engagement from a distance or by e-mail), discussions must cascade

down the organization and not stay stuck at the top, operating managers are the key (they

are the ones who can commit to action and who are responsible for results), the debate

must be about what is right and not who is right and finally always think "What am I goingto do about it?".

HC 2 DYNAMISCHE OMGEVING

Hensley, Knupfer & Pinner (2009) Electrifying Cars: How Three Industries Will

EvolveHet artikel bespreekt wanneer investeerders hun geld terugverdienen als het om elektrische

autos gaat. Doordat batterijen steeds goedkoper worden door verbeterde technologie,

verwacht men dat de doorbraak van elektrisch rijden tussen 2015 en 2020. De doorbraak is

afhankelijk van de concurrentie/substitutie van andere soorten autos, van de resources,

suppliers en subsidies. Voor elecktrische autos is verder ook de vraag welk deel van de

productiechain de garantie van de batterij voor zijn rekening neemt.

Reeves & Deimler (2011) Adaptability: The New Competitive Advantage

Globalization, new technologies and greater transparency have conquered the business

environment. In this period of risk and uncertainty, managers are finding competitive

advantages that constantly need to be readapted rapidly. Companies have to adapt by:

reading and acting on (weak) signals of change, experimenting rapidly and frequently (which means experimenting with products,

services, business models, processes and strategies),

acquiring the skills to manage complex multi-stakeholdersystems and most important they have to motivate employees and partners.

Ofek & Wathieu (2010) Are You Ignoring Trends That Could Shake Up Your

Business?There are 3 strategies for leveraging trends to create new value propositions: infuse and

augment (improving traditionally offered products/services by adjusting them according to

trends, but keeping the same core product), combine and transcend (combine thetraditionally product/service with trends, which may lead to a new market) or counteract

and reaffirm (only react to negative reactions of the trend by offering new products and

services).

Pfeffer & Sutton (2006) Evidence Based ManagementManagers often rely on old knowledge they picked up in school. They could learn from

practitioners ofevidence-based medicine, a movement of physicians that try to avoid using

the usual resources and are instead applying research that is clinically most relevant.

Managers should do the same. The challenge is to ground decisions in the latest and best


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knowledge of what actually works, despite that the evidence is weaker in business. Like

medicine, management is learned through practice and experience. Yet managers (like

doctors) can practice their craft more effectively if they relentlessly seek new knowledge and

insight, from both inside and outside their companies, so they can keep updating their

assumptions, skills, and knowledge.

HC 3 LANGE TERMIJN SUCCES

Cross, Gray, Cunningham, Showers & Thomas (2010) The Collaborative

Organization: How to Make Employee Networks Really Work

The leading question: How can companies build more collaborative and innovative

organizations?

Employee networks can have profound impacts in transforming rigid organizations into

flexible units that can adapt and innovate. In making these changes some traditional

management methods need to disappear and make place for a different, more collaborativemanagement model. Although organizational charts and standardizes processes can provide

important underpinnings, they are not flexible enough to support the types of internal and

external collaborations and partnerships that companies need to maximize value.

Executives should analyze employee collaboration networks to discover how high-performing individuals and teams connect.

Networks should be designed to optimize the flow of good ideas across function,distance and technical specialty.

Network analysis can show where too much connectivity slows decision making.

Network analysis can improve performance in four critical ways:

1. Attain benefits of scale through effective global collaboration: Organizations canconstruct teams to leverage diverse expertise and drive adoption of new ideas

across geographies. By carefully studying collaboration challenges across

functions and geographies, they can identify gaps and enhance connectivity and

best practice transfer in targeted ways.

2. Drive work force engagement and performance: Uncovering the networkcharacteristics of high performers can show employees who play similar roles

how to improve their own performance. It can help leaders identify the

individuals who energize the organization and how to leverage theircontributions.

3. Align collaborative with business partners and external stakeholders: CIOs needto know how effectively their units serve the needs of business stakeholders. By

creating a detailed map of the existing cross-departmental relationships, they

can see where innovations are occurring, where sufficient support is being

provided and where investments should be made.

4. Minimize network inefficiencies and costs: Although collaboration is often seenas a virtue, too much collaboration at too many organizational levels can be a

negative. It is important to reduce network connectivity at points where

collaboration fails to produce sufficient value.


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Hargadon & Sutton (2000) Building an Innovation Factory

Dit artikel gaat over hoe bedrijven het beste innovatie kunnen stimuleren. Het volgende 4

stappen plan wordt als een manier aangedragen om innovatie te stimuleren. Een bedrijf

maakt hierbij gebruik van een knowledge broker (kennismakelaar), dit is een persoon die

zich alleen maar bezig houdt met de innovaties en ideen binnen een bedrijf. Het

stappenplan bestaat uit de volgende stappen:

De Knowledge-Brokering Cycle

Stap 1 = Het vangen van goede ideen. Kennismakelaars zijn continu bezig met hetverzamelen van goede ideen, ze zien oude ideen als hun primaire grondstof voor

nieuwe ideen.

Stap 2 = ideen levend houden door ze te delen. Ideen moeten rond gedeeldworden om bruikbaar te zijn. Kennismakelaars zorgen ook voor de verspreiding van

informatie over wie wat weet in een organisatie.

Stap 3 = Nieuwe toepassingen voor oude ideen bedenken. Hiervoor is het nodig datoude ideen bewaard zijn gebleven en gedeeld zijn.

Stap 4 = Testen van veelbelovende concepten. Het testen van innovaties of zecommercieel potentieel hebben.

Bedrijven kunnen deze stappen op verschillende manieren implementeren: Grote bedrijven

kunnen ervoor kiezen om grote interne consulting-groepen te starten die zich alleen maar

bezighouden met kennisbehoud, en innovatie stimulatie. Bedrijven die niet zon consulting-

groep willen opstarten kunnen er ook voor kiezen om een kennismakelaar van buitenaf in te

huren. Het inhuren van personen die tegen dezelfde soort problemen zijn opgelopen kan

een efficinte manier zijn om verse oplossingen aan te dragen.

Innovatie en creativiteit zijn eigenlijk niet zo heel mysterieus als je denkt: het komt eigenlijk

neer op het opnieuw toepassen van ontwikkelde ideen op nieuwe situaties.

Malone, Laubacher & Dellarocas (2010) The Collective Intelligence GenomeCompanies as Google, Wikipedia and Threadless are examples of the strategic and incredibly

successful use of online collective intelligence combinations. But many companies don't

know how to benefit from this powerful way to do business. In the view of many managers

the collective intelligence seem cool but hard to replicate, like magic. To unlock the potential

of collective intelligence, managers instead need a deeper understanding of how these

systems work.

They need not magic, but the science from which the magic comes. Therefore, they need to

know by whom its done (by the hierarchy, where the authority assigns people to perform

the task or by the crowd, where someone within a certain group can contribute whenever

he/she wants to). Also they must know why people take part in the activities (are their

motivations money, love or glory)? Finally, they have to know hot it s being done (created

through a collection, contest or collaboration and decided in a group or individually?


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Malone, Laubacher & Johns (2011) The Age of Hyper SpecializationLabor is becoming more knowledge-based and communication technology advances,

resulting in hyperspecialization. Work previously done by one person is divided into more-

specialized pieces done by multiple people, achieving improvements in quality, speed and

cost. Managers who want to capitalize on hyperspecialization's possibilities are forced to

learn (1) how best to divide knowledge work into discrete tasks, (2) recruit specialized

workers, (3) ensure the quality of the work and (4) integrate the pieces into a final whole.


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Meanwhile, hyperspecialization also creates potential dangers, because hyperspecialized

workers receive more freedom like working from home or choosing their own working

hours. This results in digital sweatshops where workers are exploitated online.

Additionally, workers are so specialized that they become less aware of the larger purposes

to which they are contributing or have little idea what their work is used for. To lessen this

problem, global rules and practices and a new form of "guilds" should provide workers witha sense of community and support for professional development.

We're also witnessing the rise of a new class of intermediaries: firms that connect

enterprises with tasks to complete and communities of hyperspecialized workers. If these

niche firms start-ups can mature into larger-scale and more trusted suppliers of work,

hyperspecialization will go mainstream. They will grow by increasing their worker

communities and client bases in tandem, ensuring that the hyperspecialized workers have

plenty of projects to choose from and the enterprises have sufficient pools of talent to draw

on. The leaders will be those whose security, project management and quality control offer

the greatest assurance.

HC 4 GENERIEKE STRATEGIEN & EXTERNESAMENWERKING

Capron & Mitchell (2010) Finding the Right Path

The typical organization relies on one main path to growth. Some companies develop most

resources that they already have (internally), while others focus on licensing, joint venturing

or M&A (externally). To select the best tactics for the current situation, ask three basic

questions:

1. Are existing resources relevant to your new needs? If they are relevant, internaldevelopment makes sense. Otherwise, you'll need to go outside the firm.

2. What kind of relationship you should pursue with a provider? If you and yourprovider both have a shared understanding of the resources' value, a purchase

contract is a sensible choice. Otherwise, consider a partnership/alliance or an

acquisition.

3. Does it pay off to have a very close relationship with a provider? Because M&A isthe most complex option reserve it for cases in which it really pays off to have a

deep relationship with the resource provider. If generating the resources you want

requires the involvement of many people and units, M&A may be a better solution

than a partnership.

Leinwand & Mainardi (2010) The Coherence Premium

The coherent company is one that has its differentiating internal capabilities aligned with an

appropriate external market position. Most companies pay too much attention to expansion

and dont build enough differentiated capabilities. A few companies start from the opposite

direction: they develop capabilities that they're really good at and then align what they do

well with the right marketplace opportunities.

But how do you capture the coherence premium (reward for being a coherent company)?

You must first determine how incoherent you are. This simple diagnostic will help you


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determine the areas where coherence is embedded in your organization and where you may

be going off the rails.

Wassmer, Dussauge & Planellas (2010) How to Manage Alliances Better Than One

at a TimeIts important for companies to maintain good relationships other businesses. Managers

should provide proper analysis of such alliances. Alliance portfolios have become a popular

and important strategic device for companies, because companies have the chance to

ensure that their alliances are worth more as a whole than as the sum of their individual

parts.

Alliance formation is bringing together multiple business units, thus presenting numerous

possibilities for mismanagement. By sitting down around one table, decision makers from

different units can better understand eachothers perspectives, realize how a new alliances

might be harmful elsewhere in the organization and bargain to create a mutually acceptable

solution. Companies will find it easier to arrive at decisions in which overall corporateobjectives prevail over individual business-unit interests. Finally, working out the business

case for an alliance will force all parties involved in the process to quantify, or at least

estimate, the benefits and the downsides of the potential partnership and allow for a

somewhat more objective evaluation of the implications of forming that particular alliance.

HC 5 STRATEGISCHE VERNIEUWING ININTERNATIONELE CONTEXT

Atsmon, Kertesz & Vittal (2011) Is Your Emerging-Market Strategy Local Enough?Een krachtige emerging-market strategy ontwikkelen is tegenwoordig zeer belangrijk voor

veel multinationals. Zeven opkomende economien (China, India, Brazili, Mexico, Rusland,

Turkije en Indonesi) zullen naar verwachting 45% van het wereldwijde BBP-groei gaan

leveren.

Een strategie ontwikkelen op land-niveau is niet meer genoeg om de opkomende

concurrentie en snel groeiende markt bij te houden. Vaak groeien de afgelegen, armere

delen van een land harder een grote plaats in dat land. Door dus verder te kijken dan alleen

de grote steden in een land kan de multinational een concurrentievoordeel opbouwen.

De juiste strategie hangt niet alleen af van de eigenschappen van de nationale markt (zoals

verstedelijking), maar hangt ook af van de grootte van een onderneming, positie enaspiraties. In dit artikel wordt er als eerste gefocused op de stad -cluster benadering in snel

groeiende Chineese steden. Daarnaast wordt er gekeken naar kosteffectieve marktdekking

in India. En als laaste wordt er gekeken naar regionale kansen in Brazili.

Targeting de juiste clusters in China

In China bestaan er 22 homogene clusters die gezien kunnen worden als n markt voor

strategische besluitvorming. Door deze clusters te rangschikken kan dit de onderneming

helpen om de effectiviteit te verbeteren van de distributie netwerken, supply chains,

verkoop focus en marketing strategien. Deze benadering kan bedrijven helpen om


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kosteffectieve kansen te vinden in aantrekkelijke kleinere steden. Daarnaast helpt het ook

om schaalvoordelen te creren.

4 belangrijke tips om een stad-cluster te ontwerpen:

1. Focus op clustergrootte en niet op stadsgrootte.2. Kijk verder dan historische groei percentages. (in armere clusters is alles nog in

opkomst en kan de markt harder groeien dan in al bestaande rijkere clusters)

3. Laat je niet misleiden door algemeenheden. (kijk voor een marketingstrategie naarde regio zelf en niet naar het hele land, elk deel vereist een ander soort marketing

en niet allemaal zijn ze geschikt voor elke regio)

4. Laat de cluster flexibel zijn. (een cluster opdelen in deelmarkten kan efficient zijn,maar het aantal deelmarkten moet tussen de 20 en 40 blijven, anders is het niet

meer rendabel)

Kosteffectieve marktdekking in India

Om financile en menselijke bronnen goed te kunnen alloceren moeten ondernemingen

focussen op een gedeelte van het geheel. Dus op een gedeelte van alle clusters, een aantalsteden, of een paar landen.

Benutten van nieuwe regionale kansen in Brazili

Brazili is al langere tijd een bekende plek voor multinationals om te vestigen. Echter, deze

multinationals richten zich voornamelijk op het (meer) welvarende zuidelijke deel van het

land (oa So Paulo). Echter, in het noorden liggen er veel meer kansen voor deze

multinationals. Het inkomen per hoofd is nog maar de helft van dat in So Paulo, maar de

economie groeit daar het snelst.

Er is geen one-size-fits-all-strategy voor opkomende markten

De groeimogelijkheden hangen af van regionale verschillen in concurrentie niveaus,

inkomen, product groeicijfers, voorkeuren van consument, retail kanalen etc. De traditionale

land-strategien niet meer geschikt zijn omdat deze de variabiliteit en sneller veranderingen

in deze markten niet opmerken. Ondernemingen die op een gedetailleerdere manier naar

groeimogelijkheden kijken hebben een betere kans om te winnen.

Rangan, Chu & Petkoski (2011) Segmenting the Base of the Pyramid

The bottom of the economic pyramid (the population of the poorest people in the world) is

a risky place for business. Numerous companies failed to understand the importance of

support the base-of-the-pyramid communities where they do business. They assume that

their responsibilities end once they have provided a needed product or service. But ifcompanies link their financial success with those peoples well-being, decent profits can be

made there. To do that effectively, you must understand the nuances of people's daily lives.

Start by dividing the base of the pyramid into 3 segments according to people's earnings and

related personal needs: low income segment (1.4 billion people; $3 to $5 a day),

subsistence segment (1.6 billion people; $1 to $3 a day) and extreme poverty segment (1

billion people; less than $1 a day).

Next, consider the roles of various groups in the value-creation relationship: consumers, co-

producers and clients. Specific strategies work best with people in certain roles and at

particular income levels. Providing appropriate and affordable products and services directly

to consumers (like cheap retail) is effective in the low income segment. Enlisting individuals


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or small businesses to provide efficient reach and coverage and engaging the community to

co-produce value (for example in the supply chain) is effective in the substinence segment.

Forming commercial partnerships with governments and NGOs (providing clean water) is

effective in the extreme poverty segment.

Success requires appreciating the diversity at the base of the pyramid and the importance of

scale in undertaking ventures there.

Zirpoli & Becker (2011) What Happens When You Outsource Too Much?

In many industries nowadays, managers have taken deliberate decisions to outsource

activities. But how can companies determine which activities they can safely outsource?

Managers noted that it was very difficult to balance major trade-offs in the design of the

product/service (between technical performance and costs), because outsourcing a part of

their system caused managers to have less in-depth knowledge about the technologies

underlying each of those outsourced activities.

In other words, companies become too dependent on outsource companies if they dont

have the same degree of understanding and awareness about how important product or

service elements fit together and whats necessary. Therefore, managers have to develop

component-specific knowledge (gain in-depth knowledge about the technologies) by

practicing learning by doing (act like supervisors, so they can learn about the

technologies). This way they can adopt mechanisms for technological renewal (help

develop the product/service once they have in-depth knowledge).

HC 6 ORGANISATIESTRUCTUUR

Blenko, Mankins & Rogers (2010) The Decision-Driven Organization: Forget theorg chart-the secret is to focus on decisions, not structure

An organization is decision-driven when it (re)organizes around decisions concerning its

performance. For managers to make the right decisions they must know what drives their

performance. In a reorganization, decisions rather than structure should be the primary

focus. Thats why a reorganization should start off with a decision audit (identifying the key

decisions, given the strategy to create maximum value for your shareholders). To do this

effectively, all complex organizations must be broken down into manageable pieces to

ensure that roles and responsibilities for making and executing critical decisions are clear. A

good way to determine what the important decisions are in your company is to look at the

sources of value in your business and then organize the macrostructure around them. Thishelps managers to develop the skills they need to make decisions quickly and translate them

into action consistently. At last, the organization needs to adjust to the new structures to

ensure performance improvements.

In summary, here are the 6 steps to develop a decision-driven reorganization:

1. Identify your organizations key decisions.2. Determine where in the organization those decisions should happen (decision

audit).

3. Organize the macrostructure around sources of value.4. Figure out what level of authority decision makers need.


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5. Align other elements of the organizational system, such as incentives, informationflow, and processes, with those related to decision making.

6. Help managers develop the skills and behaviors necessary to make and executedecisions quickly and well.

Ernst & Chrobot-Mason (2011) Flat World, Hard Boundaries: How to Lead Across

Them

Govindarajan & Trimble (2010) Stop the Innovation Wars

An innovation initiative is best organized as a partnership between a special team dedicated

to those initiatives and the performance engine (the rest of the organization that handles

ongoing operations). Nearly all innovation initiatives build on a firm's existing resources.

When a group is asked to innovate in isolation, the corporation forfeits its main competitive

advantage. Although conflicts between partners are inevitable, they can be managed by

following 3 steps:

1. Divide the labor. First, decide which tasks the performance engine can handle,assigning it only those that flow along the same path as ongoing operations.

2. Assemble the dedicated team. Next, assemble a dedicated team to carry out therest, being careful to bring in outside perspectives and create new norms, as if they

were building a new company from scratch. Breaking down existing work

relationships and creating new ones is an essential task.

3. Anticipate and mitigate the conflicts. Last, proactively manage conflicts. Theinnovation leader must take a positive and collaborative approach to working with

the performance engine and must be supported by an executive senior.

The key here is having an innovation leader who can collaborate well with the performanceengine and a senior executive who supports the dedicated team, prioritizes the company's

long-term interests and adjudicates contests for resources.

Martin (2010) The Execution Trap: Drawing a line between strategy and execution

almost guarantees failureWhen a strategy fails, the reason cited is usually poor execution. It's commonly held that

strategy is distinct from execution, but this is a flawed assumption. The idea that a strategy

can be brilliant and its execution poor is wrong. There 2 metaphors to portray the views of

strategy and execution.

Human body metaphor: In this viewpoint, the brain is the chooser and the body is the

choiceless "follower". Translated into the workplace, the executive at the top dictates the

strategy and expects everyone below him to mechanically carry it out. This metaphor should

be avoided, because it does damage to the corporation. It alienates the people working for

it.

White-water river metaphor: This is a better metaphor where choices cascade from the top

to the bottom. In a company, those in charge (upstream) make broader and more abstract

choices and employees (downstream) are empowered to make more concrete, day-to-day

choices that best fit the situation at hand. This results in happier customers and more-


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satisfied employees. For the river to flow properly, a choice maker upstream can set the

context for those downstream by doing four things:

1. Explaining what the choice is and why it's been made. Those upstream mustexplicitly explain their choices and motivations, while allowing those downstream to

ask questions. This way people downstream feel empowered rather than

constrained.

2. Clearly identifying the next downstream choice. Those who are upstream mustguide and inform those downstream, not leave them to make decisions blindly.

3. Offering help with making choices as needed. Part of being a boss is helpingsubordinates make their choices when they need it.

4. Committing to revisit and adjust the choice based on feedback. The superior partyhas to realize that his choice is truly open to reconsideration and review.

HC 7 CORPORATE GOVERNANCE

Bays, Goland & Newsum (2009) Using Prizes to Spur Innovation

Reward prizes that are used to spark innovation are on the rise, a better understanding of

how to use them in the most effective way is needed. An extensive study has been done that

studied prizes, interviewed experts in the field and surveyed sponsor to create a better

understanding. First finding is that prizes are growing sharply in size, number and variety,

the aggregate value of large awards has more than tripled over the past decade. Second, the

goals of prizes are also changing: the traditional recognition of excellence is giving way to

the promotion of specific innovations and novel ways of achieving certain (business)

objectives. Research shows that there are three conditions to determine whether prizes are

more effective than other kinds of philanthropic instruments: a clear objective (for example,

one that is measurable and achievable within a reasonable time frame), the availability of arelatively large population of potential problem solvers, and a willingness on the part of

participants to bear some of the costs and risks. If one or more of these conditions cant be

met, potential prize givers should consider alternatives such as grants or a combination of

prizes and other instruments. Large cash awards, however, are not prerequisites for success,

a critical (and often neglected) area in the development of prizes is measuring their impact

and making appropriate changes in response. Ultimately, the ability of prizes to mobilize

participants and capital, spread the burden of risk, and set a problem-solving agenda makes

them a powerful instrument of change. They offer a valuable form of leverage to sponsors

that use them as part of a well designed strategy.


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Selecting the right philanthropic intrument

Matching structure of a prize to the problem at hand

Kanter (2010) How to Do Well and Do GoodDe vraag die al vaak gesteld is, is hoe bedrijven n goed voor de maatschappij kunnen zijn n

winstgevend kunnen zijn. Volgens Kante moeten de maatschappelijke behoeften betrokken

worden bij de strategie van de onderneming. Veel slimme bedrijven zijn er achter gekomen

dat het innemen van een focus op de samenleving hun heeft geholpen een competitief

voordeel te behalen.

Er zijn een aantal redenen waarom het integreren van maatschappelijk goed ondernemen inde strategie de prestaties van een bedrijf op de lange termijn kan helpen:

Het kan een bedrijf versterken door de ogen van een aantal belangrijke groepen: hetklantenbestand, het personeelsbestand en het grote publiek

Het kan werknemers motiveren, vooral een jongere generatie of werknemers diezoeken naar betekenis zoeken in werk

Als een bedrijf sterke waarden heeft, verandert er niets aan waar het bedrijf voorstaat op het moment dat het bedrijf besluit andere producten aan te bieden.


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Het denken aan maatschappelijke problemen kan werknemers ertoe aanzetten ominnovatief na te gaan denken door ze bloot te stellen aan nieuwe ideen en

perspectieven.

De reden dat bedrijven nu opkomende markten willen betreden is omdat die markten aan

het groeien zijn. Bedrijven komen er achter dat er veel maatschappelijke en milieu-behoeften zijn in die opkomende markten en dat die behoeften een goede bron kunnen zijn

voor een nieuw product of service waar mensen voor willen betalen. Het is n goed voor het

bedrijf n goed voor de maatschappij.

Conclusie: op de lange termijn moeten bedrijven maatschappelijk goed ondernemen om

financieel goed te kunnen blijven presteren. Voor ondernemers is het belangrijk om het

creren van maatschappelijke voordelen een onderdeel te maken van het bedenken van een

strategie.

OToole & Bennis (2009) Whats Needed Next: A Culture of CandorWe must stop evaluating leaders simply on the basis of how much wealth they create for

investors. Instead, we must look at how they create firms that are economically, ethically

and socially sustainable. The first step is to create a culture of candor (an honest and open

culture) within the organization, because no organization can be honest with the public if it's

not honest with itself.

However, the obstacles for increasing transparency in an organization are numerous,

because people for example engage in groupthink, tell the boss only what he wants to hear

and ignore important facts. Therefore, leaders are the ones to take steps to nurture

transparency. They should be open and honest (admitting their errors, encouraging

employees to speak truth to power and rewarding constructive criticism), train employees

to handle unpleasant conversations (promoting honest communication) and diversify their

sources of information (avoiding being blinded by biases). Perhaps the executive leaders

must also be selected for their transparent behavior and not just their ability to compete.

Finally, organizations that fail to achieve transparency will have it forced upon them. There's

just no way to keep a lot of secrets in the age of the internet.

HC 8 ENTREPRENEURSHIP & BEDRIJFSGROOTTE

Kim & Mauborgne (2004) Blue Ocean StrategyBlue Ocean is het creren en betreden van nieuwe markten. Red Ocean is het concurreren

in al bestaande markten. Bedrijven volgen vaak geen blue ocean strategy, omdat de

kernwaarden van een bedrijf, zoals zoveel mogelijk winst maken en de competitie

uitschakelen, niet op de blue ocean strategy van toepassing zijn. Er wordt door deze

veronderstellingen van een goed bedrijf weinig gedacht aan het ontwikkelen van een

nieuwe, onontgonnen markt. De blue ocean strategy laat deze kernwaarden los en richt zich

op nieuwe markten.


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Markides & Oyon (2010) What to Do Against Disruptive Business Models

Pil & Holweg (2003) Exploring Scale: The Advantage of Thinking Small

HC 9 TOP MANAGEMENT & LEIDERSCHAP

Campbell, Whitehead & Finkelstein (2009) Why Good Leaders Make Bad Decisions

2 processes in the brain are critical for decision-making: pattern recognition and emotional

tagging (intuition and common sense). They both provide us with an evolutionary advantagebut can sometimes lead to errors of judgment. If organizations want to save themselves

from these errors, they have to know about 3 red-flag conditions that causes these errors:

conflicts of interest, attachments to people/places/things and misleading memories that

seem useful but arent useful to the current situation.

Leaders can counteract those red-flag conditions by injecting fresh experience or analysis,

introducing further debate and more challenges to their thinking and imposing stronger

governance. What leaders should not do is relying on the wisdom of experienced chairmen,

the humility of CEOs or the standard organizational checks and balances. Everyone who is

involved in important decisions should consider whether red flags exist and lobby for

appropriate counteractions.

Govindarajan & Trimble (2011) The CEOs Role In Business Model ReinventionMany corporations become too comfortable with their existing business models and neglect

the necessary work of reinventing them. Therefore the article shows the following three

boxes framework.


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Basically the table teaches that while a CEO manages the present (box 1), he or she must

also selectively forget the past (box 2) in order to create the future (box 3). This way new

strength is given to the company so the chances that the company can survive many future

generations increase greatly.

Tushman, Smith & Binns (2011) The Ambidextrous CEO

The importance of exploring new businesses and markets is acknowledged, but existing

businesses and company resources almost always come first, especially when times are hard.

Its suggested that firms only develop well when senior teams lead ambidextrously.

Ambidexterity means that constant creative conflicts between the old and the new are

encouraged.

Successful CEOs should have 3 principles:

1. Develop an overarching identity. For example, a railway company should identifyitself broadly as a transportation company instead just a railway company. This

encourages forward-looking aspirations that set ambitious targets for growth.

2. Hold tension at the top. Top managers should simultaniously fullfil innovationdemands and core business demands. This can be done 2 ways, hub-and-spokeapproach and ring-team approach.


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On the left we see the hub-and-spoke approach where the CEO sits at the center surrounded

by unit leaders, each of whom communicates with the CEO and not with eachother. On the

right in the ring-team approach the business unit leaders also communicate with eachother.

3. Embrace inconsistency.CEOs should have multiple and often conflicting agendas,one for existing business and one for innovative units. Having only one agenda leads

to too much consistency and that disencourages innovation.

Watkins (2009) Picking The Right Transition StrategyLeaders who transition into new businesses rely on the skills and strategies that worked for

them in the past. According to the author of the article, that's a mistake. He developed the

STARS framework to help leaders in transition accurately assess their organizations and

adjust their strategies and styles. STARS is an acronym for five common situations leaders

move into:

Start-up: the challenges of launching a venture or project. Turnaround: saving a business or initiative that's in serious trouble. Accelerated growth: dealing with rapid expansion. Realignment: reenergizing a once-leading company that's now facing problems. Sustaining success: following in the footsteps of a highly regarded leader with a

strong legacy of success.

Turnarounds and realignments present especially distinct leadership challenges that call for

particular transition strategies. For leaders in transition its important to follow certain

fundamental principles. But the way those principles should be followed depends on the

business situation, which the STARS framework can help leaders analyze. Leaders have to

design effective plans to manage their organizations and themselves.

HC 10 INNOVATIE & EFFICIENCY

Chesbrough (2003) The Era of Open Innovation

O'Reilly and Tushman (2004) The ambidextrous organization

Ambidextrous organizations constantly look backward, attending to the products and

processes of the past, while also looking forward, preparing for the innovations that will

define the future. This balancing act requires executives to explore new opportunities and to


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exploit existing capabilities. For an organization to be succesfully ambidextrous, it must do

the following:

Separate their new, exploratory units from their traditional, exploitative ones,allowing them to have different processes, structures, and cultures.

At the same time, they maintain tight links across units at the senior executive level.

Of utmost importance to the ambidextrous organization are ambidextrous managers

(executives who understand and are sensitive to the needs of very different kinds of

businesses). They possess the attributes of rigorous cost cutters and free-thinking

entrepreneurs while also maintaining the objectivity required to make difficult trade-offs.

Building an ambidextrous organization isnt easy, but its concept isnt difficult to understand.

Given the executive will to make it happen, any company can become ambidextrous.

Artikelen Strategisch Management 2012

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