Strategic management process and stratergic implementation PPT MBA FINANCE
Strategic Management Ppt
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Transcript of Strategic Management Ppt
Strategic Management
Learning outline:•What is strategic management?•Why is strategic management important?•Who is involved with strategicmanagement? •Strategic management today
Strategic Management
A definition of strategy: A definition of strategy Goal-
directed decisions and actions in which capabilities and resources are matched with the opportunities and threats in the environment.
Strategic ManagementMilitary influences in strategy: Military influences in strategy “Strategos” referred to a general in command of an army The art of the general By 450 B.C. it came to mean managerial skill By 330 B.C. it referred to the skill of employing forces to overcome positions to create a system of global governance Carl von Clausewitz “tactics…(involve) the use of armed forces in the engagement, strategy (is) the use of
engagements for the object of war” 1838 On War
Academic influences in strategy: Academic influences in strategy 1911 Scientific
management (Taylor) – Still in place today (UPS), some consider it micromanaging HBS requires a class in Business Policy in 1912 Adam Smith’s “invisible hand” (the market) gives way to Alfred Sloan (GM CEO from 1923-1946) concept of the “visible hand”—middle manager Chester Bernard influential book “The Executive” argues that managers should pay attention to “strategic factors” Ronald Coase’s 1937 article “why firms exist” (Nobel Prize in economics) and Joseph Schumpter’s concept of “disruptive technologies” written in 1942 bring in organizational economics Max Weber warns against bureaucratic organizations but sees a shift toward this way of organizing
Recent influences in strategy: Recent influences in strategy 1960s
(Strategy and structure; Corporate Strategy) 1963 Harvard business conference leads to SWOT analysis BCG founded in 1963 “strategy boutique” Created the portfolio analysis Stars, dogs, cash cows, question marks 1980s (Porter’s 5 forces) 1990s (Resource based view of the firm)
Why is strategic management important?:
Why is strategic management important? Gives everyone a role Makes a difference in performance levels Provides systematic approach to uncertainties Coordinates and focuses employees
Why Strategy?: Why Strategy? To change, an
organization needs Burning Platform Vision Leadership Strategic Management Political Management
Strategy vs. Strategic Management: Strategy vs. Strategic Management
Strategy A series of goal-directed decisions and actions matching an organization’s skills and resources with the opportunities and threats in its environment Strategic management Analyze current situation Develop appropriate strategies Put strategies into action Evaluate, modify, or change strategy
Strategy vs. Strategic Management:
Strategy vs. Strategic Management Strategy involves Organization’s goals Goal-oriented action Related decisions and actions Internal strengths External opportunities and threats Strategic management Planning Organizing Implementing Controlling
Basics of Strategic Management:
Basics of Strategic Management Four aspects that set strategic management apart Interdisciplinary Capstone of the Business degree External focus Competition Internal focus Future direction
Strategic Management Process: Strategic Management Process
Analyzing Current Situation Deciding on Strategies Putting Strategies in Action Evaluating and Changing Strategies Situation Analysis Strategy Formulation Strategy Implementation Strategy Evaluation Chapter 2 Chapter 3 Chapter 4 External Analysis Internal Analysis Chapter 5 Chapter 6 Chapter 7 Functional Competitive Corporate
Strategic Management Process:
Strategic Management Process Situation Analysis Scanning & evaluating context Internal and External environments Strategy formulation Functional Competitive Corporate strategies
Who does strategy?: Who does strategy? The Role of the Board
of Directors Elected representatives of the company’s stockholders Legally obligated to represent and protect stockholder’s The Role of Top Management Responsible for decisions and action of every employee Providing effective leadership Other Organizational Employees Implement— put the strategies into action and monitor performance Evaluate—do the actual evaluations and take necessary actions
The Role of the Board of Directors: The Role of the Board of Directors Review
and approve strategic goals and plans Review and approve organization's financial standards and policies Approve an organizational philosophy Monitor organizational performance and regularly review performance results Select, evaluate, and compensate top-level managers Develop management succession plans Monitor relations with shareholders and other key stakeholders
Who is on the board of directors?:
Who is on the board of directors? Chairman of the board Chief Executive officer (CEO) President Chief Operating officer (COO) Other C’s Chief Financial officer Chief Information officer Inside board members Outside board members
The Role of Top Management: The Role of Top Management
Effective Strategic Leadership Exploiting and Maintaining Core Competencies Developing Human Capital Creating and Sustaining Strong Organizational Culture Emphasizing Ethical Decisions and Practices Establishing Appropriately Balanced Controls Determining Organizational Purpose or Vision
Strategic Management Principle:
Strategic Management Principle Effective strategy-making begins with a vision of where the organization needs to head!
Elements of a Strategic Vision:
Elements of a Strategic Vision Use the mission statement as a starting point Develop a strategic vision that spells out a course to pursue Communicate the vision in a clear and exciting manner
Characteristics of a Mission Statement:
Characteristics of a Mission Statement Defines current business activities Highlights boundaries of current business Conveys Who we are, What we do, and Where we are now
Characteristics of a Mission Statement:
Characteristics of a Mission Statement Company specific, not generic —so as to give a company its own identity A company’s mission is not to make a profit ! The real mission is always—“What will we do to make a profit?”
Examples of Missions: Empower people through great
software anytime, anyplace, and on any device. Microsoft Corporation Examples of Missions
Examples of Missions: Empower people through great software anytime, anyplace,
and on any device. Microsoft Corporation Examples of Missions
Examples of Missions: Otis Elevator Our mission is to provide any customer a
means of moving people and things up, down, and sideways over short distances with higher reliability than any similar enterprise in the world. Examples of Missions
Examples of Mission: Examples of Mission The mission of the American Red Cross
is to improve the quality of human life; to enhance self-reliance and concern for others; and to help people avoid, prepare for, and cope with emergencies. American Red Cross
Ritz-Carlton Hotels: The Ritz-Carlton Hotel is a place where
the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambiance. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests (vision) Ritz-Carlton Hotels
Characteristics of a Strategic Vision:
Characteristics of a Strategic Vision Charts a company’s future strategic course Defines the business makeup for 5 years (or more) Specifies future technology-product-customer focus
Communicating the Vision: Communicating the Vision An
exciting, inspirational vision Challenges and motivates workforce Arouses strong sense of organizational purpose Induces employee buy-in Galvanizes people to live the business
Value of a Well-Conceived Strategic Vision and Mission:
Value of a Well-Conceived Strategic Vision and Mission Crystallizes long-term direction Reduces risk of rudderless decision-making Conveys organizational purpose and identity Keeps direction-related actions of lower-level managers on common path Helps organization prepare for the future
Concept of Strategic Intent: Concept of Strategic Intent A
company exhibits strategic intent when it relentlessly pursues an ambitious strategic objective and concentrates its competitive actions and energies on achieving that objective!
Lessons about change: Built to last:
Lessons about change: Built to last Understand why superior companies are better than peer companies which are better than most companies $1 invested in stock market in 1926 yields $420 in all other companies $960 in peer companies $6360 in superior (visionary) companies
Who are these companies: Who are these companies
Visionary 3M Boeing GE IBM Motorola Nordstrom P&G Sony Wal-mart Peer companies Norton McDonnell Douglass Westinghouse Burroughs Zenith Melville Colgate Kenwood Ames
So what did they find?: So what did they find? Great
companies had BHAG Big Hairy Audacious Goals What ever your values are “stick with it” Deal with the AND, not the OR Seek Alignment (internally)
Characteristics of Strategic Intent:
Characteristics of Strategic Intent Indicates firm’s intent to stake out a particular position over the long-term Involves establishing a BHAG - ”big, hairy, audacious goal” Signals relentless commitment to winning
Example of BHAG: Example of BHAG General
Electric All businesses are held to a standard of being #1 or #2 in their industries as well as achieving good business results John F. Kennedy Put a man on the moon and return safely by the end of the decade
Crafting a Strategy: Crafting a Strategy An
organization’s strategy deals with How to make the strategic vision a reality and achieve target objectives The game plan for Pleasing customers Conducting operations Building a sustainable competitive advantage
Take Aways: Take Aways Strategy has become more important
Information, technology, globalization Key ideas in the strategy making process Mission (who are we) Vision (where do we want to go) Strategic intent / BHAG (major goal) Strategy (specific plan at different levels) Ethics (code of conduct or values) Linkage & communication are important Avoid mission creep!
Take Aways: Take Aways Where strategy came from Strategic
Management Process Who does strategy Next week Read Airline Simulation Book (1-35) Bring Laptop