Académique Documents
Professionnel Documents
Culture Documents
Vision
(3 to 5 years)
Defining the
business thru
matching
customer needs
/ wants vs.
Firms values
and direction
Creating of
Strategic
mission or policy
statement
External and
Internal
Assessment
Capabilites
Identifying
Competence
TOWS
Management Structure
Firms Performance
Firms Culture
Gap
Analysis
Matching Process
1. Developing distinctive
competence
1. How do SW compare
with accepted standards
of excellence?
2. Establishing competitive
advantage
2.How do SW compare
with competitors and
industry standards of
excellence?
4. Key vulnerability
3. How do SW be
affected by the task and
societal environmental
issues and concerns?
3. Meeting business
requirement
Formulating of Strategy
Monitoring
and Review
of implemented
strategy
Compare
actual
performance vs.
Targets or
critical
success
indicators
Basis for
adjustment
or improvement of
strategy
2. Sustained
competitive
advantage
3. Above-average
returns
Where do you
want to go next?
Globalization:
The set of specific and general forces that work
Innovation
Integration
Handling challenges from constantly changing
conditions
Hypercompetition
Four objectives:
Identify early signals of environmental changes
Detect meaning through ongoing observations of
Source: Developed from Michael E. Porter, Competitive Strategy (New York: Free Press, 1980).
Competitive rivalry
The nature of the competitive relationship
Distribution,
Sales and marketing,
Procurement, and
Information management
flexibility.
Population ecology
once an organization
is successfully
established in a
particular
environmental niche,
it is unable to adapt
to changing
conditions
Institution theory
organizations can
and do adapt to
changing conditions
by imitating other
successful
organizations
new strategy
Failure to develop new employee and management
skills
Failure to coordinate
Reporting and control relationships not adequate
Organizational structure not flexible enough
start
Failure to obtain sufficient company resources to
accomplish task
strategy
resistance to change
Lack of vision on the relationships between
processes, technology and organization
Poor communications
Insufficient information sharing among
stakeholders
Exclusion of stakeholders and delegates