Académique Documents
Professionnel Documents
Culture Documents
Chapter Outline:
Strategic Leadership, Competitive Advantage, Superior Performance Strategic Managers gy g Strategy-Making Process Strategy as an Emergent Process Strategic Planning in Practice Strategic Decision Making Strategic Leadership
1|2
Strategy Formulation
Task of determining and selecting strategies
= Capital invested =
Net profit
Strategy Implementation
Task of putting strategies into action to improve a companys efficiency and effectiveness
Competitive Advantage
When a companys profitability is greater than the average of all other companies in the same industry & competing for the same customers
Competitive Advantage results when a companys strategies lead to superior performance compared to competitors
Copyright Houghton Mifflin Company. All rights reserved. 1|3
To increase shareholder value, managers must pursue strategies that increase the profitability of the company and grow the profits.
Copyright Houghton Mifflin Company. All rights reserved.
Data Source: Value Line Investment Survey Copyright Houghton Mifflin Company. All rights reserved. 1|8
Strategic Managers
Corporate-Level Managers
Oversee the development of strategies for the whole organization The CEO is the principle general manager who consults with other senior executives
Business-Level Managers B i L lM
Responsible for overall company, business unit, or divisional performance
Functional-Managers
Responsible for supervising a particular task or operation (e.g. marketing, operations, accounting, human resources)
1|9 Copyright Houghton Mifflin Company. All rights reserved. 1 | 10
A successful strategy gives potential donors a compelling message as to why they should contribute.
Copyright Houghton Mifflin Company. All rights reserved.
The Mission
The mission is a statement of a companys
reason for existence today.
Vision
A statement of some desired future state
Values
A statement of key values that an organization is committed to
Major Goals
The measurable desired future state that an organization attempts to realize
Copyright Houghton Mifflin Company. All rights reserved. 1 | 13
The Vision
What would the company like to achieve?
A good vision is meant to stretch a company by articulating an ambitious but attainable future state.
The vision of Ford is to become the worlds leading consumer company for automotive products and services.
Source: D. F. Abell, Defining the Business: The Starting Point of Strategic Planning (Englewood Cliffs, Prentice Hall, 1980), p. 7.
Copyright Houghton Mifflin Company. All rights reserved. 1 | 15
Nokia is the worlds largest manufacturer of mobile phones and operates with a simple but powerful vision: If it can go mobile, it will!
Copyright Houghton Mifflin Company. All rights reserved. 1 | 16
Values
The values of a company should state:
How managers and employees should conduct themselves How they should do business What kind of organization they need to build to help achieve the companys mission Organizational culture
The set of values, norms, and standards that control how employees work to achieve an organizations mission and goals Often seen as an important source of competitive advantage
Values at Nucor
Management is obligated to manage Nucor in such a way that employees will have the opportunity to earn according to their productivity. p y Employees should be able to feel confident that if they do their jobs properly, they will have a job tomorrow. Employees have the right to be treated fairly and must believe that they will be. Employees must have an avenue of appeal when they believe they are being treated unfairly. At Nucor, values emphasizing pay for performance, job security, and fair treatment for employees help to create an atmosphere that leads to high employee productivity.
1 | 17 Copyright Houghton Mifflin Company. All rights reserved. 1 | 18
Major Goals
A goal is a precise and measurable desired future state that a company must realize if it is to attain its vision or mission.
Key characteristics of well-constructed goals:
1. 1 2. 3. 4. Precise and measurable to provide a yardstick or standard to judge performance Address crucial issues with a limited number of key goals that help to maintain focus Challenging but realistic to provide employees with incentive for improving Specify a time period to motivate and inject a sense of urgency into goal attainment Focus on long-run performance and competitiveness.
Copyright Houghton Mifflin Company. All rights reserved. 1 | 19
2 External Analysis
Purpose is to identify the strategic opportunities and threats in the organizations operating environment that will affect how it pursues its mission.
The country or national environments in which company competes The wider socioeconomic or macroenvironment that may affect the company and its industry
Social Governmental Legal International Technological Macroeconomic
1 | 20
Internal Analysis
Purpose is to pinpoint the strengths and weaknesses of the organization. Strengths lead to superior performance and weaknesses to inferior performance.
When taken together, the various strategies pursued by a company must lead to a viable business model.
Copyright Houghton Mifflin Company. All rights reserved. 1 | 22
Strategy Implementation
After choosing a set of congruent strategies to achieve competitive advantage, managers must put those strategies into action:
Implementation and execution of the strategic plans Design of the best organization structure Consistency of strategy with company culture Control systems to measure and monitor progress Governance systems for legal and ethical compliance Consistency with maximizing profit and profit growth
Managers must monitor and reevaluate for the next round of strategy formulation and implementation Strategic planning is ongoing.
1 | 23
1 | 24
Emergent Strategies
Unplanned responses to unforeseen circumstances Serendipitous discoveries and events may emerge that can open up new unplanned opportunities Must assess whether the emergent strategy fits the companys needs and capabilities
Realized Strategies
Source: Adapted from H. Mintzberg and A. McGugh, Administrative Science Quarterly, Vol. 30. No. 2, June 1985.
Copyright Houghton Mifflin Company. All rights reserved. 1 | 25
The product of whatever intended strategies are actually put into action and of any emergent strategies that evolve
Copyright Houghton Mifflin Company. All rights reserved. 1 | 26
Scenario Planning
Recognizes that the future is inherently unpredictable Develops strategies for possible future scenarios
Decentralized Planning
Involves the functional managers Avoids the ivory tower approach Perceives procedural justice in the decision making
Strategic Intent
Avoids the strategic fit model, which focuses too much on the current state Sets ambitious vision and goals that stretch a company and then finds ways to build to attain those goals
Copyright Houghton Mifflin Company. All rights reserved. 1 | 27
Groupthink: Decisionmakers embark on a course of action without questioning the underlying assumptions
Group coalesces around a person or policy Decisions based on an emotional rather than an objective assessment of the correct course of action
Copyright Houghton Mifflin Company. All rights reserved. 1 | 28
Strategic Leadership
Good leaders of the strategy-making process have a number of key attributes:
Vision, eloquence, and consistency Articulation of the business model Commitment Being well informed Willingness to delegate and empower The astute use of power Emotional intelligence: self-awareness, selfregulation, motivation, empathy, social skills
1 | 29