03 strategic management 2013

Strategic Management @ 2013

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Strategic Management


What was Strategic Management again?

•  Goal: sustained competitive advantage •  Connection between:

–  the firm’s internal sources (“resources and capabilities”) and

–  the external environment (markets, regulation, institutions)

•  Issues: – business & product portfolio–diversification – acquisitions & alliances – entry barriers & imitation – etc.


Strategic Management


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•  The determination of the long run goals and objectives of an enterprise, the adoption of courses of action and the allocation of resources necessary for carrying out these goals Alfred Chandler, Strategy and Structure

Strategy

Alfred DuPont Chandler Jr.


Strategy

•  “ Strategy is the creation of a unique and valuable position, involving a different set of activities, making tradeoffs in competing, and deciding what not to do.”

•  “creating fit among a company’s activities.”(Porter 1996)


Strategy


The Schools of Strategy (developed from The Strategy Safari – Mintzberg, 1998)


The Basic Framework: Fundamentals of Strategy


The “art of strategy”: to find an advantaged competitive position in an attractive industry


Deriving “Generic Strategies” leading to competitive advantage and economic profit


กลยุทธ์เป็น Asymmetic Evolution


Strategy : Market-Industry symmetry

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Customer & Benefits

Competitive Dynamics

Competitive Space

Segment, Size Channels

Strategic Positioning

Value Proposition

Industry Structure

Industry Market Perceptual

Space


Strategy as ( Industry) Revolution:


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John Boyd's Strategy in the 21st Century ... strategies: you try to solve problems by .... Synthesis.

•  J. R. Boyd, “the Essence of Winning and Losing,” 1995.

military strategist

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Define the Problem


The main lessons of strategic thinking

1.  Strategic thinking is about analysis and intuition 2.  Different ways of decision making

(cf. Mintzberg & Westley, Sloan Management Review 2001, reprinted in De Wit & Meyer 2004):

–  Thinking first –  Seeing first –  Talking first –  Doing first


Strategic thinking - Strategic action


With the right strategy, you can take big risks and win


Strategy Perspectives


Strategy Tensions as Strategy Paradoxes

Strategy Synthesis Model This form of debate is called dialectical inquire By using two opposite points of view, the problem-solver attempts to arrive at a (1)  better understanding of the

issue and (2)  a higher level resolution that

integrates elements of both the thesis and the antithesis

A puzzle is a challenging problem with an optimal solution Puzzles can be quite complex and difficult to analyze but there is a best way of solving them

A dilemma is a vexing problem with two possible solution, neither of which is logically the best

A trade-off is a problem situation in which there are many possible solutions, each striking a different balance between two conflicting pressures

A paradox is a situation in which two seeming contradictory factors appear to be true at the same time A paradox can be characterized as a ‘both-and’ problem: one factor is true and a contradictory factor is simultaneously true


As a dilemma

product I:

product II:

Level of system functionality

Time CTS S FFS TC

dilemma


As a paradox

•  Managing Contradictory Goals in organizations –  Social vs. financial –  Explore vs. exploit –  Learning vs. performance

•  Both sides/values (Polarities) are interdependent pairs of values or points of view. They need each other over time to gain and maintain performance. One is not more important than the other.

•  Each pole receives enough attention to maximize the upsides and minimize the downsides.

•  Dynamic balance; Leveraging; Creating virtuous cycles (go up) ; Balanced over time


What is the Problem


Severe Flooding In Thailand ( 2012)

Bhumibol Dam Sirikit Dam

03 strategic management 2013

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