strategic evolution
TRANSCRIPT
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Strategic Management
The Evolution
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Some Questions
How has the strategy field developed?
How has the thinking in strategy evolved?
How is the thinking in strategy moving towards?
What are the questions in strategy that are notanswered?
What are the dilemmas and confusions in the fieldof strategy
What have been the loop holes in strategymaking?
What are the potential models of sustainablestrategy?
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The Evolution in SM thinking
Strategic management is an ongoing process that
assesses the business and the industries in
which the company is involved; assesses its
competitors and sets goals and strategies tomeet all existing and potential competitors; and
then reassesses each strategy annually or
quarterly [i.e. regularly] to determine how it has
been implemented
- Lamb 1984
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Process
Performing a situation analysis, self-evaluation and competitor analysis:both internal and external; both micro-environmental and macro-
environmental.
Concurrent with this assessment, objectives are set. These objectivesshould be parallel to a timeline; some are in the short-term and
others on the long-term. This involves crafting vision statements(long term view of a possible future), mission statements (the role
that the organization gives itself in society), overall corporateobjectives (both financial and strategic), strategic business unitobjectives (both financial and strategic), and tactical objectives.
These objectives should, in the light of the situation analysis, suggest astrategic plan. The plan provides the details of how to achieve these
objectives.
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Strategy implementation
Allocation and management of sufficient resources
(financial, personnel, time, technology support)
Establishing a chain of command
(such as cross functional teams)
Assigning responsibilityof specific tasks or processes to specific individuals or groups
Managing the process
This includes monitoring results, comparing to benchmarks and best practices,evaluating the efficacy and efficiency of the process, controlling for
variances, and making adjustments to the process as necessary.
Acquiring the requisite resources,
developing the process, training, process testing, documentation, andintegration with (and/or conversion from) legacy processes.
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Strategy evaluation
Measuring the effectiveness of the organizational strategy. It'sextremely important to conduct a SWOT Analysis to figure out the
strengths, weaknesses, opportunities and threats
In corporate strategy, Johnson and Scholes present a model in whichstrategic options are evaluated against three key success criteria:
Suitability (would it work?)
Feasibility (can it be made to work?)
Acceptability (will they work it?)
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General Approaches
based on economic theory deals with issues like competitiverivalry, resource allocation, economies of scale
assumptions rationality, self discipline, behavior, profitmaximization
deals primarily with human interactions
assumptions bounded rationality, satisfying behavior, profit sub-optimality
An example of a company that currently operates this way isGoogle
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DOMINANTTHEME
1950s 1960s-early 70s Mid-70s-mid-80s Late 80s
1990s 2000s
Budgetary Corporate Positioning Competitive Strategicplanning & planning advantage innovationcontrol
Financial Planning Selecting Focusing on Reconcilingcontrol growth &- sectors/markets. sources of size with
diversification Positioning for competitive flexibility &leadership advantage agility
Capital Forecasting. Industry analysis Resources & Cooperativebudgeting. Corporate Segmentation capabilities. strategy.Financial planning. Experience curve Shareholder Complexity.planning Synergy Portfolio analysis value. Owning
E-commerce. standards. Knowledge Management
Coordination Corporate Diversification. Restructuring. Alliances && control by planning depts. Global strategies. Reengineering. networksBudgeting created. Rise of Matrix structures Refocusing. Self-organizsystems corporate Outsourcing. ation & virtual
planning organization
MAINISSUES
KEYCONCEPTS
&TOOLS
MANAGE-MENT
IMPLIC-ATIONS
EVOLUTION OF STRATEGIC
MANAGEMENT
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Nodal Centres
Alfred Chandler Corporate Strategy
John Dunning IB Strategy
C K Prahalad Inclusive Strategy
Sumantra Ghoshal Problems in T.C.E.
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Historical development of Strategic
Management
originated in the 1950s and 60s
Alfred D. Chandler, Jr.,
Philip Selznick, Igor Ansoff,
Peter F. Drucker
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Alfred Chandler
Strategy and Structure
structure follows strategy
Philip Selznick
Organization's internal factors withexternal environmental circumstances
SWOT analysis
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Igor Ansoff
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Peter Drucker
stressed the importance of objectives
management by objectives(MBO)
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Growth and portfolio theory
Profit Impact of Marketing Strategies (PIMS)
effect of market share
Started at General Electric, moved to Harvard in theearly 1970s, and then moved to the Strategic PlanningInstitute in the late 1970s, it now contains decades of
information on the relationship between profitability andstrategy
"PIMS provides compelling quantitative evidence as towhich business strategies work and don't work" - Tom
Peters.
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The Japanese challenge:
Higher employee morale, dedication, and loyalty;
Lower cost structure, including wages;
Effective government industrial policy;
Modernization after WWII leading to high capital intensity and productivity;
Economies of scale associated with increased exporting;
Relatively low value of the Yen leading to low interest rates and capitalcosts, low dividend expectations, and inexpensive exports;
Superior quality control techniques such as Total Quality Management andother systems introduced by W. Edwards Deming in the 1950s and 60s.
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McKinsey 7S Framework
Strategy, Structure, Systems, Skills, Staff,
Style, and Supra-ordinate goals
The Mind of the Strategistwas released inAmerica by Kenichi Ohmae
Tom Peters -In Search of Excellence
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Gaining competitive advantage
Gary Hamel and C. K. Prahalad
Strategic intent and strategic architecture
Dave Packard and Bill Hewlett devised an activemanagement style that they called ManagementBy Walking Around (MBWA).
Michael Portercost minimization strategies, productdifferentiation strategies, and market focusstrategies
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Business War Gamesby Barrie James, 1984 Marketing Warfareby Al Ries and Jack Trout, 1986
Leadership Secrets of Attila the Hun by Wess Roberts ,1987
Philip Kotler was a well-known proponent of marketingwarfare strategy
Offensive marketing warfare strategies Defensive marketing warfare strategies
Flanking marketing warfare strategies
Guerrilla marketing warfare strategies
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In 1968, Peter Drucker (1969) coined the phrase
Age of Discontinuity
In 2000, Gary Hamel discussed strategic decay
In 1978, Abell, D. described strategic windows
and stressed the importance of the timing (bothentrance and exit) of any given strategy
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Clayton Christensen (1997)1-disruptive technology
2-agnostic marketing (no one knows how inwhat quantities a disruptive product will be used
before experiencing the product)
Henry Mintzberg (1988) Strategy was muchmore fluid and unpredictable than people had
thought
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Strategy as plan - a direction, guide, course of action -intention rather than actual
Strategy as ploy - a maneuver intended to outwit acompetitor
Strategy as pattern - a consistent pattern of past
behaviour - realized rather than intended
Strategy as position - locating of brands, products, orcompanies within the conceptual framework ofconsumers or other stakeholders - strategy determined
primarily by factors outside the firm
Strategy as perspective - strategy determined primarilyby a master strategist
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Information and technologydriven strategy
Peter Drucker had theorized the rise of the knowledge worker backin the 1950s
In 1990, Peter Senge, who had collaborated with Arie de Geus atDutch Shell, borrowed de Geus' notion of the learning organization
People can continuously expand their capacity to learn and beproductive
New patterns of thinking are nurtured
Collective aspirations are encouraged, and
People are encouraged to see the whole picture together.
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Senge identified five components of a learning
organization. They are:
Personal responsibility
Self reliance
Mastery of Mental models
Team learning -a spirit of advocacy to a spirit of enquiry
Systems thinking
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The psychology of strategicmanagement
informal, intuitive, non-routinised, and
involving primarily oral, 2-way
communications
feeling, judgement, sense, proportion,balance, appropriateness.
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Criticisms of strategicmanagement
marketing myopia
In 2000, Gary Hamel coined the term strategicconvergence
Ram Charan, aligning with a popular marketing
tagline, believes that strategic planning must notdominate action. "Just do it!",
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Journals/Magazines devoted primarily to
Strategic Management
Strategic Management Journal
Harvard Business Review Long Range Planning
The Economist
MIT Sloan Management Review Academy of Management Journal