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Strategic Management  in Practice
Strategy Development ,[object Object],[object Object],[object Object],[object Object]
Exhibit 2.2 Patterns of strategy development Continuity Incremental Flux Transformational
Exhibit 2.3 Strategic evolution and consolidation . Product launch Acquisition Divestment Overseas expansion Strategies evolve and inform strategic decisions, which in turn consolidate strategic direction Evolving strategic direction Strategic decisions  e.g.
Exhibit 2.4 Strategy development routes Unrealised strategy Intended strategy 3 5 Planned implementation   1 2 5 Realised strategy Strategy as outcome (of cultural and political processes) Imposed strategy 4
Exhibit 2.7 The role of the paradigm in strategy formulation Opportunities  and threats Strengths and weaknesses Performance Environmental forces Organisational capabilities THE PARADIGM Strategy
Strategy development dimensions ,[object Object],[object Object],[object Object],[object Object]
The 6 key planning questions  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
STRATEGY DEVELOPMENT DIMENSIONS (1) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
STRATEGY DEVELOPMENT DIMENSIONS (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
STRATEGY DEVELOPMENT DIMENSIONS  (3) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
STRATEGY DEVELOPMENT DIMENSIONS (4) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 2.6 Cultural frames of reference Functional/ divisional Organisational Professional (or institutional) National (or regional) Industrial/ sector (recipe) The individual
Implications for strategy development ,[object Object],[object Object],[object Object]
Exhibit 2.5 Incremental change Environmental change Incremental strategic change Time Amount of change
THE PARADIGM ,[object Object],[object Object],[object Object],[object Object]
Exhibit 2.8 Phases of strategic decision making Issue  awareness Selection of  solutions Solution development Issue formulation
Exhibit 2.10 The cultural web Control systems Stories Symbols Rituals and routines The Paradigm Power structures Organisational structures
Exhibit 2.11 The dynamics of paradigm change Source: Adapted from P. Grinyer and J-C. Spender,  Turnaround: Managerial recipes for strategic success , Associated Business Press, 1979, p. 203 The paradigm Development of strategy Implementation Corporate performance Step 1 Tighter control Step 2 Reconstruct or develop new strategy if  unsatisfactory Step 3 Abandon paradigm and adopt a new one
Exhibit 2.13 Different approaches to strategic management Strategic  Strategic intent Planning       Incremental  Encouraging    ‘intrapreneurship’ Simple ‘Product’  Complex Product Unpredictable environment Predictable environment
Exhibit 2.12 The risk of strategic drift Time Amount of change Phase 1 Phase 2 Phase 3/4 Incremental change Flux Transformational change or demise Strategic change Environmental  change 1 5 2 3 4
The Learning Organisation  ,[object Object],[object Object],[object Object]
The Learning Organisation  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THE BENEFITS OF FORMAL PLANNING SYSTEMS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DANGERS AND PROBLEMS OF FORMAL PLANNING SYSTEMS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
STRATEGIC MANAGEMENT PROCESSES ,[object Object],[object Object]
Summary - Understanding Strategic Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Strategic management practices MBA

  • 1. Strategic Management in Practice
  • 2.
  • 3. Exhibit 2.2 Patterns of strategy development Continuity Incremental Flux Transformational
  • 4. Exhibit 2.3 Strategic evolution and consolidation . Product launch Acquisition Divestment Overseas expansion Strategies evolve and inform strategic decisions, which in turn consolidate strategic direction Evolving strategic direction Strategic decisions e.g.
  • 5. Exhibit 2.4 Strategy development routes Unrealised strategy Intended strategy 3 5 Planned implementation 1 2 5 Realised strategy Strategy as outcome (of cultural and political processes) Imposed strategy 4
  • 6. Exhibit 2.7 The role of the paradigm in strategy formulation Opportunities and threats Strengths and weaknesses Performance Environmental forces Organisational capabilities THE PARADIGM Strategy
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  • 13. Exhibit 2.6 Cultural frames of reference Functional/ divisional Organisational Professional (or institutional) National (or regional) Industrial/ sector (recipe) The individual
  • 14.
  • 15. Exhibit 2.5 Incremental change Environmental change Incremental strategic change Time Amount of change
  • 16.
  • 17. Exhibit 2.8 Phases of strategic decision making Issue awareness Selection of solutions Solution development Issue formulation
  • 18. Exhibit 2.10 The cultural web Control systems Stories Symbols Rituals and routines The Paradigm Power structures Organisational structures
  • 19. Exhibit 2.11 The dynamics of paradigm change Source: Adapted from P. Grinyer and J-C. Spender, Turnaround: Managerial recipes for strategic success , Associated Business Press, 1979, p. 203 The paradigm Development of strategy Implementation Corporate performance Step 1 Tighter control Step 2 Reconstruct or develop new strategy if unsatisfactory Step 3 Abandon paradigm and adopt a new one
  • 20. Exhibit 2.13 Different approaches to strategic management Strategic Strategic intent Planning Incremental Encouraging ‘intrapreneurship’ Simple ‘Product’ Complex Product Unpredictable environment Predictable environment
  • 21. Exhibit 2.12 The risk of strategic drift Time Amount of change Phase 1 Phase 2 Phase 3/4 Incremental change Flux Transformational change or demise Strategic change Environmental change 1 5 2 3 4
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  • 27.

Notas do Editor

  1. This session will be a review of key points of the first two semesters subject matter, as a lead into this semesters strategy themes.
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