Professional Documents
Culture Documents
Reading
Daft et al (2010) Chapter 2
Jarzabkowski, P. (2005) Strategy as Practice: A New Perspective. In P. Jarzabkowski Strategy as Practice: An Activity Based Approach. Pp. 1- !. "on#on$%a&e.
'a(el, ). * Prahal#, C.+. (2005) %trate&i, Intent. Harvard Business Review The Magazine http://h r.org/!""#/"$/strategic%intent/ar/& online -ersion, a,,esse#, 12.10.2012.
Objectives
On completion of t is module you will be able to!
#efine an# #es,ribe strate&/ e0plain #ifferent approa,hes to strate&/ e0plain the ,on,epts of strate&i, thinkin&, an# strate&i, ali&n(ent an# realisation #es,ribe an# 1se so(e (o#es of anal/sis rele-ant to the strate&/ pro,ess 1n#erstan# the relationship of strate&i, ,han&e to or&anisational ,1lt1re, str1,t1re an# other or&anisational s/ste(s
21t...or&anization #esi&n is not alwa/s a rational pro,ess whi,h in-ol-es ,aref1l ,al,1lation an# pro,ee#s s(oothl/ thro1&h a series of sta&es. In fa,t, the #esi&n of an or&anization is a politi,al pro,ess in whi,h establishe# ro1tines an# -este# interests are ,hallen&e# an# #efen#e#.
It is a plan for intera,tin& with the ,o(petiti-e en-iron(ent. 3ana&ers (1st sele,t spe,ifi, strate&/ an# #esi&n options in or#er to a,hie-e offi,ial an# operati-e &oals within its ,o(petiti-e en-iron(ent.
How well do it
- Market focus - Product portfolio - Value chain participation - Brand positioning - Alliances
Do it!
- Org Structure - Business processes - Systems - KPIs
Corporate Strategy
Operational Strategy
PricewaterhouseCoopers
Business Model
Strategy
Execution
However, there are often disconnects in the flow: People often call their business model a strategy they have no strategy or in other words they dont know how they will win If the business model cannot be translated into a strategy there is no way to win The strategy does not provide enough detail for execution
PricewaterhouseCoopers
Strategy
Strategic Plan
2-4 years
Business Plan
Yearly
Budgets/ Milestones
Quarterly
Level 2
Business-Level Managers
Level 3
Functional Managers
Functional Missions
Two-Way Influence
Functional Objectives
Two-Way Influence
Functional Strategies
Two-Way Influence
Level 4
Plant Managers, Lower-Level Supervisors
Operating Missions Operating Objectives Operating Strategies
Cascading Strategy
GLOBAL STRATEGY
BALANCED SCORECARD
C&DP
Career Development
%trate&/ as Pattern
%trate&/ as Position
%trate&/ as Perspe,ti-e
2n emerging strategy
Actions to diversify Actions to strengthen resources & capabilities How functional activities are managed Efforts to pursue new opportunities or defend against threats Actions to outcompete rivals Responses to changing external circumstances Actions to alter geographic coverage Actions to merge or acquire rival companies
Imposed strategy
(positioning in relation to environment) 5. Planned or Emergent
3. Planned
Intended strategy
Realised Strategy
$. Planned
Unrealised strategy
8wo approa,hes
%trate&i, plannin& - rational, bl1eprint approa,h %trate&i, thinkin& - strate&i, (ana&e(ent, (ore int1iti-e an# e(er&ent
/ormulate or ,ic& a Strategy+ .odels for pic&ing strategies! Porter4s 6i-e 6or,es * 3iles an# %now4s %trate&/ 8/polo&/
9a,h pro-i#es a fra(ework for ,o(petiti-e a,tion
Defender
9ffi,ien,/ orientation; ,entralize# a1thorit/ an# ti&ht ,ost ,ontrol 9(phasis on pro#1,tion effi,ien,/, low o-erhea#
Analyzer
2alan,es effi,ien,/ an# learnin&; ti&ht ,ost ,ontrol with fle0ibilit/ an# a#aptabilit/ 9(phasis on ,reati-it/, resear,h, risk-takin& for inno-ation
Reactor
=o ,lear or&anizational approa,h; #esi&n ,hara,teristi,s (a/ shift abr1ptl/ #epen#in& on ,1rrent nee#s
%trate&i, 8hinkin&
in,l1#es ?1alitati-e anal/sis ,reati-e an# int1iti-e e(phasis on or&anisational possibilities re#efinin& the r1les . reshapin& the en-iron(ent o1t,o(e is a share# strate&i, intent strate&/ as a so,iall/ ,onstr1,te#, politi,al pro,ess
Strategic 2lignment
7li&nin& strate&i, #ire,tion with str1,t1re, ,1lt1re an# other or&anisational s/ste(s. 7n holisti,, s/ste(s -iew %trate&i, ali&n(ent is the pro,ess b/ whi,h the -ario1s or&anisational ,o(ponents are (a#e to 'fit% or ali&n with the strate&/ 3a/ in-ol-e ,han&e to all s1b-s/ste( ele(ents 8hese ele(ents an# the ,han&es to the( (1st also be ,oherent
Strategic Realisation
8he pro,ess b/ whi,h the strate&i, intentions are realise# 5r&anisational a,tions nee# to fall into a new pattern base# on a new 1n#erstan#in& 2eha-io1r is ,han&e# to a,t in a,,or#an,e with the new strate&/
Strategy)as),ractice
%trate&/-as-Pra,ti,e is a relati-el/ new perspe,ti-e. It fo,1ses on how strate&ists a,t1all/ do strate&/. Dissatisfie# with tra#itional perspe,ti-es A whi,h ten# to be pres,ripti-e - the ,entral tenet is an 1n#erstan#in& that the stren&th of (i,ro a,ti-ities of strate&/ A ,o((onl/ known as strate&/ pra,ti,es A is what separates perfor(ers fro( non-perfor(ers.
8his a,ti-it/ base# -iew of strate&/ (Bhittin&ton, Johnson, 3elin 200 ), has taken on the task of lookin& at the ChowD of strate&/ to balan,e the well resear,he# CwhatD 3i,ro a,ti-ities - :oos an# <on +ro&h stress in their ,ase st1#/ of (e#ia fir(s that the o1t,o(e of the strate&/ pro,ess #epen#s to a &reat e0tent on fa,tors like Cwho talks to who(, wh/ the/ talk, what the/ talk abo1t, an# when these ,on-ersations take pla,eD (:oos an# <on +ro&h 1EEF in 'en#r/ an# %ei#l 200 ).
S2,
%trate&/ as pra,ti,e is part of a broa#er pra,ti,e t1rn in ,onte(porar/ so,ial theor/ an# the (ana&e(ent s,ien,es o-er the past 20 /ears. It re,o((en#s that we fo,1s on the a,t1al work of strate&ists an# strate&izin&. It ar&1es, in#ee#, that #espite so(e G0 /ears of strate&i, (ana&e(ent resear,h, we still la,k a -ali# theor/ of how strate&ies are ,reate# ('a(el, 2001). It seeks (ore Hh1(anize#4 theories that brin& a,tors an# a,tion ba,k into the resear,h fra(e (Bhittin&ton, 2002).
=ar#ab&ows&i Pra,ti,e resear,h ai(s to 1n#erstan# the (ess/ realities of #oin& strate&/ as li-e# e0perien,e; to &o insi#e the worl# of strate&/ pra,titioners as the/ str1&&le with ,o(petin& priorities, (1ltiple stakehol#ers an# e0,essi-e b1t in,o(plete infor(ation in an atte(pt to shape so(e ,oherent Hthin&4 that (a/ be per,ei-e# as a strate&/ b/ (arkets, finan,ial instit1tions an# ,ons1(ers. %trate&/ as pra,ti,e is th1s ,on,erne# with the #etaile# aspe,ts of strate&izin&; how strate&ists think, talk, refle,t, a,t, intera,t, e(ote, e(bellish an# politi,ize, what tools an# te,hnolo&ies the/ 1se, an# the i(pli,ations of #ifferent for(s of strate&izin& for strate&/ as an or&anizational a,ti-it/.
S2,
'inin&s, 2. (200 ) 5r&anisation. In :. Bestwoo# * %. Cle&& (e#s) )e ating *rganisation: Point%+ounterpoint in *rganisation Studies. Pp2I5-2!2. 50for#$ 2la,kwell
31nro, :. (200 ) Disor&anisation. In :. Bestwoo# * %. Cle&& (e#s) )e ating *rganisation: Point%+ounterpoint in *rganisation Studies. Pp2! -2EI. 50for#$ 2la,kwell