PROFESSOR SUZANNE M. CARTER

Transcription

1 PROFESSOR SUZANNE M. CARTER AUGUST 2015

2 STRATEGIC MANAGEMENT WORKSHOP Crash Course!

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4 DETERMINANTS OF SUPERIOR PERFORMANCE Industry Structure Industry Dynamics Leadership Values Vision Competitive Position Resources Capabilities Strategic Decisions Industry Attractiveness Firm Strategy Sustained Superior Performance

5 STRATEGIC MANAGEMENT PROCESS MODEL Strategic Analysis: External Internal Implementation Mission & Vision fundamental purpose values Goals & Objectives specific targets Strategy Our central concept of how we will achieve our objectives structure rewards processes people symbols activities functional policies and profiles your choices

6 WHAT IS STRATEGY ANYWAY? Our central concept of how we will achieve our objectives Our recognition of an opportunity and plan for seizing it Our realization of what we should not be doing So Strategy is an externally oriented, integrated set of choices about how you will achieve your objectives. What should it do for us? Guide our resource allocation and daily actions Guide our design of organizational arrangements Provide a catalyzing shorthand of what we are all trying to do

7 STRATEGY LINKING RESOURCES TO ACTION TO MARKETS AND TO COMPETITIVE ADVANTAGE Staging & Pacing: Speed of expansion? Sequence of initiatives? Economic logic: Lowest costs through scale advantages? Lowest costs through scope and replication advantages? Premium prices due to unmatchable service? Premium prices due to proprietary product features? Arenas: (and with how much emphasis?) Which product categories? Which market segments? Which channels? Which geographic areas? Which core technologies? Which value creation stages? Vehicles: Internal development? Joint ventures? Licensing/franchising? Experimentation? Acquisitions? Differentiators: How will we win? Image? Customization? Price? Styling? Product reliability? Speed to market?

8 TESTING THE QUALITY OF YOUR STRATEGY Key Evaluation Criteria 1. Does your strategy fit with what s going on in the environment? 2. Does your strategy exploit your key resources? 3. Will your envisioned differentiators be sustainable? 4. Are the elements of your strategy internally consistent? 5. Do you have enough resources to pursue this strategy? 6. Is your strategy implementable?

9 STRATEGIC MANAGEMENT PROCESS MODEL Strategic Analysis: External Internal Implementation Mission & Vision fundamental purpose values Goals & Objectives specific targets Strategy Our central concept of how we will achieve our objectives structure rewards processes people symbols activities functional policies and profiles your choices

10 PORTER S FIVE FORCES AND THE MACROENVIRONMENT

11 SWOT ANALYSIS Very simple tool that is often misused and misunderstood Look internally and externally to create an effective SWOT Ultimate purpose of a SWOT is to generate alternative strategic options Aggressive, diversification, turnaround, defensive strategies

12 STRATEGY IMPLEMENTATION Intended Strategy Realized Strategy Implementation Levers: Organizational structure Systems and processes People and rewards Strategic Leadership: Lever and resource allocation decisions Selling the strategy to stakeholders

13 Implementing Strategic Change Communicate Vision Strategy Incentives Skills Structure /Systems Resources Strategic Change Communicate Vision Strategy Confusion Chaos Incentives Inertia Skills Stress Structure /Systems Conflict Resources Frustration Ineffective Strategic Change

14 Leading Strategic Change Communicate Vision Strategy Incentives Skills Structure /Systems Resources Strategic Change VISIONARY Clarity STRATEGIST Organization MOTIVATOR MOBILIZER ENABLER Energy Confidence Cooperation ALLOCATOR Action Effective Strategic Change

15 WHAT HAVE YOU LEARNED FROM THIS WORKSHOP? The TCU MBA program is designed to help you develop a set of tools and frameworks that you can use to make better sense of your world Strategic Formulation and Implementation are Iterative Big Picture Thinking makes Great Strategic Leaders