The document discusses various perspectives on strategy, including strategy as rivalry, alignment processes, learning and emergence, co-creation, and cognition. It provides examples of different strategic approaches including blue ocean strategy, environmental configuration, and collaboration intensity. Barriers to strategy execution are outlined.
2. What does strategy mean ?
Etymology
quot;art of a generalquot;
from Fr. stratégie, from Gk. strategia quot;office or
command of a general,quot; from strategos quot;general,quot;
from stratos quot;multitude, army, expedition quot;
Based on the Online Etymology Dictionary. Douglas Harper, Historian. 22 May. 2007.
10. “the direction and scope of an organization
over the long term, which achieves
advantage for the organization through its
configuration of resources within a changing
environment and to fulfill stakeholders
expectations”
Exploring Corporate Strategy, Johnson and Scholes, 2002
13. Vocabulary Resources/Core capabilites
Vision/Goals
Strategy/Plan
Point B
Environment/
Decisions Circumstances
Point A
Competitors
time
now the future
14. Different approaches, different tools,
different purposes
rivalry
alignment processes
A D1
strategy as… B C
D2 E
co-creation
free rider
environment
x
learning process
xx
x
xx
x
technology
cognition
manipulation
24. The need for focus
Ok
Here
Here
CEOs
Managers
Staff
25. Strategy-Focused Organization principles
2. TRANSLATE STRATEGY TO 1. Mobilize CHANGE THROUGH
OPERATIONAL TERMS EXECUTIVE LEADERSHIP
2.1 Strategy map developed 1.1 Top leadership committed
2.2 Balanced Scorecard created 1.2 Case for change clearly articulated
2.3 Targets established 1.3 Leadership engaged
2.4 Initiatives rationalized 1.4 Vision and strategy clarified
2.5 Accountability assigned 1.5 New way of managing understood
1.6 Program manager identified
STRATEGY-
FOCUSED
5. GOVERN TO MAKE STRATEGY A
3. ALIGN THE Organization Organization
CONTINUAL PROCESS
TO THE STRATEGY
BEST PRACTICES 5.1 BSC reporting system established
3.1 Corporate role defined
5.2 Strategic review meetings conducted
3.2 Corporate – SBUs aligned
5.3 Planning, budgeting, and strategy integrated
3.3 SBU – Support units aligned
5.4 HR and IT planning linked to strategy
3.4 SBU – External Partners aligned
5.5 Process management linked to strategy
3.5 SBU – Board of directors aligned
4. MOTIVATE TO 5.6 Knowledge sharing linked to strategy
MAKE STRATEGY 5.7 Strategic Management Office
EVERYONE’S JOB established
4.1 Strategic awareness created
4.2 Personal goals aligned
4.3 Personal incentives aligned
4.4 Competency development aligned
Balanced Scorecard Collaborative • bscol.com
35. Strategic Options
System lock-in
Total
Best
customer
Product
solutions
Total customer solutions System lock-in Best product
Competition for the Competition around the control Competition based on
of the ecosystem determinants
customer « interaction product ’s economic
system » attributes
Complementors lock-in
competitor lock-out
Redefining customer ’s Low cost or mere
experience differentiation
Proprietary standard
40. Kim and Mauborgne
“The only way to beat the
competition is to stop trying
to beat the competition”
41. Red and blue ocean strategies
Blue Ocean Strategy
Red Ocean Strategy
Compete in existing market space. Create uncontested market space.
Beat the competition. Make the competition irrelevant.
Exploit existing demand. Create and capture new demand.
Make the value/cost trade-off. Break the value/cost trade-off.
Align the whole system of a company’s Align the whole system of a
activities with its strategic choice of company’s activities in pursuit of
differentiation or low cost differentiation and low cost.
42. Strategic canvas
5 - high
value curve
performance
3 - medium
1 - low
2 3
1 8
te te
te te
bu bu
bu bu
…
tri tri
i i
ttr ttr
at at
a a
48. Collaboration as co-creation of value
discovering and
creating new
opportunities
shared destiny
sharing and
and co-creation
creating
prerequisites for collaboration
of value
knowledge
shared practices
sharing
and co-innovation
information
(transaction
data)
collaboration with
suppliers, key
customers, partners
arm’s-length
traditional
relationship
business
approach
Joint goals;
market-based, improved joint
development; joint leverage of
transaction business
competencies
driven; across processes; co-management
business unit across legal of the enhanced
boundaries network
boundaries
collaboration intensity
57. 18%
1% 300%
Strategy
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Development plan
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70. Intentionality
The intentionality characteristic of humans is a result of
evolutionary processes. Humans have goals and desires
and tend to operate in order realize their goals
(according to their understanding of the world or their
beliefs).
75. Different approaches, different tools,
different purposes
rivalry
alignment processes
A D1
strategy as… B C
D2 E
co-creation
free rider
environment
x
learning process
xx
x
xx
x
technology
cognition
manipulation
76. Quick checklist
Identify the strategic issues
1. What’s the problem ? What’s the context ?
Select the right method and tools
1. Read reference books
2. Ask questions to experts
3. Use the internet
Co-create strategy with all future participants
Operationalize: translate concepts into daily activities
Monitor execution (measure progress)
Update strategic destination if necessary