HAZEM EISSA, MD - Education · HAZEM EISSA, MD . Introduction ... Bertolotti’s Syndrome
Enterpreneur - hazem - power of strategic innovation - aligning phase
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ALIGNING PHASE
Transcript of Enterpreneur - hazem - power of strategic innovation - aligning phase
ALIGNING PHASE
ALIGNING PHASE
Aligning with senior mgt on the proposed strategic
frontiers to be explored
Identifying the company’s strategic frontiers
Benefits of having a clearly defined corporate strategy
New corporate strategy
Vs.
1. Current corporate strategy
New corporate strategy
Vs.Initiatives business opportunities beyond current corporate
strategy
the execution of current strategy will not provide the growth
outside current corporate st. Outside preview of senior mgt, outside the comfort zone of the organization
Where
When
Why
1. Current corporate strategy
New corporate strategy
Vs.company’s attitudes
towards strategic innovation (encourage vs.
prefer shorter tether) creative tension
importance
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We Assume the FUTURE Based on
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Moan
Situation
Plumbing
Fixture
Faucet
Quality
Market
Place
Style
What is next for your company? “more of the same”
3.1 Beyond incrementalism
A strategic frontier is that unexplored are of potential growth that lies between today’s business and tomorrows opportunities
Mississippi expedition
your business’s ( TERRA INCOGNITA)
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Valuable
Frontiers
Product
category
Target
Audience
Distribution
Channel
Manufacturing
process
P&G 3
level
New
Platform
New
Project
New
Product
P&G
3
level
New
Platfor
m
New
Project
New
Product
Com
pany S
pecif
ic •Product
•P. Catagory
•Distribution
channels
•Manufacturing
process
•Technology
Com
pany G
eneri
c •Franchising
•Mass
customization
•Out sourcing
•Partnership
•Patent
exploration
•service
Mark
et
Pla
ce •A.I
•Biotechnology
•Genomics
•Internet
•Nanotechnology
•Smart materials
•Wireless
communication
•automation
The cash cow running dry before the bet’s are ready
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If the senior mangers
communicate with the
discovery team the Process
will Be
5.1 INTERNAL SOURCES:
1. Management interviews “perceptions”
Listen behind the words and the response of the managers, also take care that not all managers will accept the concept of future opportunities
2. Company vision and mission statement
5.1 INTERNAL SOURCES:
Mission statement resample the vision of the company
3. Corporate drawing boards “R&D”
5.1 INTERNAL SOURCES:
New Product Development New Marketing New Product Idea
4. Redefine business “Business hierarchy”
5.1 INTERNAL SOURCES:
Chris Zook’s business definition:It accurately is a way of creating a logical hierarchy of territories in and around your core business that help you target wise investment
5. Intranet
5.1 INTERNAL SOURCES:
Ask Employees about their ideas to gain
Reflect company Myopia “NO FUTURE”.
Vs.
5.2 EXTERNAL SOURCES:
5.2 EXTERNAL SOURCES:
1. Trend research
Trends in various culture or society, life style, ordemographic
5.2 EXTERNAL SOURCES:
2. Technology research
• Internet
• Suppliers
• Vendors
• Other
Companies
• Scientific
laboratories
Scout team
• Technology
• Alliances
• Partners
Promising need• Knowledge
• Insights
Benefits
5.2 EXTERNAL SOURCES:
3. Business Model research
5.3 PRIORITIZE THE STRATEGIC FRONTIERS
SizeDegree of
innovation
Fit Current
strategy
Consistency
with today
business
