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Internal scanning: Organizational
Analysis
Dr. M. Zia-ur-Rehman
E-mail: [email protected] Website: www.academyofresearch.co.uk
Academician, Trainer and Consultant HEC Approved Ph.D. Supervisor Ph.D., MA Eng., MPM, MBA, M.Ed., LLB
By
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
Copyright ® Prof. Dr. M. Zia-ur-Rehman
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Organizational analysis- concerned with identifying
and developing an organization’s resources and competencies
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Core and Distinctive Competencies
Resources- an organization’s assets * Tangible * Intangible Capabilities- a corporation’s ability to exploit its
resources
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Core and Distinctive Competencies
Competency- a cross-functional integration and coordination of capabilities
Core competency- a collection of competencies that cross divisional boundaries, is wide-spread throughout the corporation and is something the corporation does exceedingly well
Distinctive competency- core competencies that are superior to those of the competition
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1. Organizational Analysis 2. Resources 3. Capabilities 4. Competencies 5. Core competencies 6. Distinctive competencies
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QUIZ
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A strategic challenge is a fundamental challenge affecting an organization’s/country’s mandates, mission, projects,
products, service, clients, costs, resources, organization or management.
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Strategic challenge
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
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What does this look like in the real world?
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
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Strategic challenges
• Terrorism (state or in any sense)• Global warming• Climate change• Education• Peace • Health• Security
by Dr. Zia 5-8
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
• Poverty • Gender equality • Poverty • Governance • Security issues • Population • Food and health
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Direct
Indirect Goals
Vision of
Success Oval
Mapping Issue Tensions
Systems Analysis
Strategic Challenges/Issues
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
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* When will this issue affect your organization/country? ���
* What kind of an impact will it have on your organization/country?
* Will addressing this issue require a new service, resources, product, project or staff ?
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How Do You Know When it is becoming Strategic?
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]
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Core and Distinctive Competencies
VRIO framework (Barney) * Value * Rare * Imitability * Organization
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How to gain competitive advantage ?
Using Resources to Gain Competitive Advantage
1. Identify and classify resources 2. Combine the firm’s strengths 3. Appraise profit potential 4. Select the strategy 5. Identify resource gaps
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Access to a Distinctive Competency
1. Asset endowment 2. Acquired from someone else 3. Shared with another business 4. Built and accumulated within the company
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Access to a Distinctive Competency
Clusters- geographic concentrations of interconnected companies and industries
Access to: • Employees • Suppliers • Information • Complementary products
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Imitability an Advantage
* Durability
* Imitability
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Determining the Sustainability of an Advantage * Transparency * Transferability * Replicability
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Determining the Sustainability of an Advantage * Explicit knowledge- * Tacit knowledge-
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Business Model
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Business models- a company’s method for making money in the current
business environment
Includes * Who the company serves * What the company provides * How the company makes money * How the company differentiates and sustains
competitive advantage * How the company provides its product/service
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Activity : * Sharing of any business model by students (discussion oriented)
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Business model
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Business models * Customer solutions model * Profit pyramid model * Multi-component system/installed model * Advertising model * Switchboard model * Efficiency model * Blockbuster (HIT)model * Profit multiplier model * Entrepreneurial model * De Facto (in reality) industry standard model
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Value Chain Analysis
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Value chain- a linked set of value creating activities that begin with basic raw materials coming from suppliers, moving on to a series of value-added activities involved in producing and marking a product or service, and ending with distributors getting the final goods into the hands of the ultimate consumer
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Industry Value Chain Analysis
Value chain segments include: * Upstream * Downstream
&
Center of gravity
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Corporate Value Chain Analysis
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Primary activities
Support activities
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Corporate Value Chain Analysis
Remember three examining points:
1. Examine # 1 2. Examine # 2 3. Examine # 3
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Scanning Functioning Resources & Capability
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Basic Organizational Structures
* Simple * Functional * Divisional * Strategic Business Units * Conglomerate (multinational)
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Corporate Culture: The Company Way
Corporate culture- the collection of beliefs, expectations and values learned and shared by a corporation’s members and transmitted from one generation of employees to another.
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Functions of Corporate Culture
• Conveys a sense of identity for employees • Generates employee commitment • Adds to the stability of the organization as a social
system • Serves as a frame of reference for employees to
understand organizational activities and as a guide for behavior
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Corporate Culture: The Company Way
Cultural intensity Shows the depth of the culture
Cultural integration Shows the breadth of the culture
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Strategic Marketing Issues
Market position- Who are our customers?
Marketing Mix- the particular combination of key variables under a corporation’s control that can be used to affect demand and to gain competitive advantage
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Product life cycle- product monetary sales over time from introduction through growth and maturity to decline
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Brand- a name given to a company’s product which identifies that item in the mind of the consumer
Corporate brand- a type of brand in which the company’s name serves as the brand
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Corporate reputation- a widely held perception of a
company by the general public * Stakeholders’ perceptions of quality * Corporation’s prominence in the minds of stakeholders
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Strategic Financial Issues
Financial leverage- ratio of total debt to total assets * Used to describe how debt is used to increase earnings
available to common shareholders
Capital budgeting- the analyzing and ranking of possible investments in fixed assets in terms of additional outlays and receipts that will result from each investment
* Hurdle point
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Strategic Research and Development Issues
R & D intensity- pending no R & D as a percentage of sales revenue
Technology competence- the development and use of innovative technology
Technology transfer- the process of taking new technology from the laboratory to the marketplace
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Strategic Research and Development Issues
R & D Mix- the mix of: Basic R & D- focuses on theoretical problems Product R & D- concentrates on marketing and is
concerned with product or product packaging improvements
Engineering R & D is concerned with engineering, concentrating on quality control, and the development of design specifications and improved production equipment
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Strategic Research and Development Issues
Technology discontinuity- when a new technology cannot be used to enhance current technology, but substitutes for the technology to yield better performance
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Strategic Operations Issues
Intermittent Systems- item is normally processed sequentially, but the work and sequence of the process vary
Continuous systems- work is laid out in lines on which
products can be continuously assembled or processed Operating leverage- impact of a specific change in sales
volume on net operation income
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Strategic Operations Issues
Experience curve- unit production costs decline by some fixed percentage each time the total accumulated volume of production units doubles
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Strategic Operations Issues
Flexible Manufacturing for Mass Customization * Computer Assisted Design * Computer Assisted Manufacturing * Economies of Scale
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Strategic Human Resource Issues
Teams Autonomous (self-managed)- a group of people
working together without a supervisor to plan, coordinate and evaluate their work
Cross-functional work teams- various disciplines are involved in a project from the beginning
Concurrent engineering- specialists work side-by-side and compare notes constantly to design cost-effective products with features customers want
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Strategic Human Resource Issues Virtual Teams- groups of geographically or
organizationally dispersed coworkers that are assembled using a combination of telecommunications and information technologies to accomplish organizational tasks- driven by 5 trends
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Strategic Human Resource Issues * Flatter organizational structures * Turbulent environments * Increased employee autonomy * Higher knowledge requirements * Increased globalization * Increased employee decision making
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Strategic Human Resource Issues Quality of work life- includes improvements in:
* Introducing participative problem solving * Restructuring work * Introducing innovative reward systems * Improving the work environment
by Dr. Zia 5-51
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Strategic Human Resource Issues Human diversity- the mix in the workplace of people
from different races, cultures and backgrounds
* Provides a sustainable competitive advantage
by Dr. Zia 5-52
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Strategic Information Systems/Technology Issues
Information systems/technology contributions to performance:
* Automation of back office processes * Automation of individual tasks * Enhancement of key business functions * Development of a competitive advantage
by Dr. Zia 5-53
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Strategic Information Systems/Technology Issues
Current trends in Information systems/technology Internet include:
* Intranet * Extranet * Web 2.0
by Dr. Zia 5-54
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Strategic Information Systems/Technology Issues
Supply chain management- networks for sourcing raw materials, manufacturing products or creating services, storing, and distributing goods, and delivering them to customers and consumers
by Dr. Zia 5-55
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by Dr. Zia 5-56
1. What is the relevance of the resource-based view of the firm to strategic management in a global environment?
2. How can value chain analysis help indentify a company’s strengths and weaknesses?
3. In what ways can a corporation’s structure and culture be internal strengths and weaknesses?
4. What are the pros and cons of management using the experience curve to determine strategy?
5. How might a firm’s management decide whether it should continue to invest in current known technology or in new, but untested technology? What factors might encourage or discourage such a shift?