03 strategic management 2013

Strategic Management @ 2013

Wai chamornmarn

03 การจัดการเชิงกลยุทธ์

Strategic Management @ 2013

Strategic Management

Strategic Management @ 2013

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 @ 2013

Strategic Management

Strategic Management @ 2013

กลยุทธ์

Strategic Management @ 2013

•  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.

Strategic Management @ 2013

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)

Strategic Management @ 2013

Strategy

Strategic Management @ 2013

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

Strategic Management @ 2013

Strategic Management @ 2013

Strategic Management @ 2013

The Basic Framework: Fundamentals of Strategy

Strategic Management @ 2013

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

Strategic Management @ 2013

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

Strategic Management @ 2013

กลยุทธ์เป็น Asymmetic Evolution

Strategic Management @ 2013

Strategic Management @ 2013

Strategy : Market-Industry symmetry

19

Customer & Benefits

Competitive Dynamics

Competitive Space

Segment, Size Channels

Strategic Positioning

Value Proposition

Industry Structure

Industry Market Perceptual

Space

Strategic Management @ 2013

Strategy as ( Industry) Revolution:

Strategic Management @ 2013

มุมมองของกลยุทธ์

Strategic Management @ 2013

กลยุทธ์เป็นการสังเคราะห์

Strategic Management @ 2013

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

กลยุทธ์เป็นการสังเคราะห์

Strategic Management @ 2013

Define the Problem

Strategic Management @ 2013

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 Management @ 2013

Strategic thinking - Strategic action

Strategic Management @ 2013

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

Strategic Management @ 2013

Strategy Perspectives

Strategic Management @ 2013

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

Strategic Management @ 2013

As a dilemma

product I:

product II:

Level of system functionality

Time CTS S FFS TC

dilemma

Strategic Management @ 2013

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

Strategic Management @ 2013

What is the Problem

Strategic Management @ 2013

Strategic Management @ 2013

Severe Flooding In Thailand ( 2012)

Bhumibol Dam Sirikit Dam

Strategic Management @ 2013