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DEVELOP THE STRATEGY

Starting Point for Strategy Execution Authors Robert Kaplan & David Norton
Ananda Dasgupta (D011) Kishalay Datta(D012) Utkal Desai(D013) Naksha Erappa(D014) Parth Gandhi(D015)

The Management System


Develop the Strategy
Test and Adapt Plan the Strategy

Monitor and Learn Plan Operati on

Align the Organis ation

Building Strategic Plan


Clarify the Vision
Value gap Strategic change agenda Enhanced vision

Develop Strategy

Strategic Issues Strategic Direction Statements

Translate Strategy

Develop Plan

STRATEGIC PLAN

Strategy Development

Clariy Mission, Values &Vision

Conduct Strategic Analysis

Formulate Strategy

Clarify Vision, Values and Mission


Companys Purpose Mission Guide Action Values Aspirations - Vision
Mission
To continuously enhance value to stakeholders through our operations while preserving and enhancing the ecological wealth entrusted to us. Improving the quality of life of our people.

Vision
Tata Coffee will strive to be the preferred choice in the premium markets. Customer centricity, quality, sustainability and an engaged workforce will be our drivers to achieve a Rs.1,000 crore enterprise by 2015. Tata Coffee shall be perceived as one of the most respected organisations in the plantation and extraction business.

Values
Integrity Understanding Excellence Unity Responsibility

Strategic Change

Initial Confusion

Effective Communication

Sense of urgency

Reaching the ultimate strategy

FBI case study


AS-IS
DOMESTIC GLOBAL

TO-BE
NATIONAL SECURITY AND LAW ENFORCEMENT
THREAT-DRIVEN FULL PARTNER STRATEGIC EFFECTIVE COMMUNICATION PROACTIVE HR PROCESS PROFESSIONALISM DEVELOPING AND APPLYING TECHNOLOGY

LAW ENFORCEMENT
CASE DRIVEN CONTRIBUTOR TACTICAL INEFFECTIVE COMMUNICATION REACTIVE HR PROCESS SUPPORT TEAM APPLYING TECHNOLOGY

BUDGET DRIVE STRATEGY

STRATEGY DRIVE BUDGET

DEFINING ENHANCED VISION


ENHANCED VISION
TO BE THE TOP PERFORMER BY 2007

STRATEGY MAP

VISION

*FINANCIAL
*CUSTOMER *KEY PROCESSES *LEARNING AND GROWTH

INTEGRATED VIEW OF STRATEGY DURING DEVELOPMENT PROCESS

NEMOURS STRATEGY MAP ARCHITECTURE


Vision And Mission At The Top Core Values At The Bottom signifying Strength Of The Base
VISION AND MISSION STEWARDSHIP PROCESSES PEOPLE AND LEARNING CORE VALUES

Strategic Analysis - External


Understand the the impact of macro and industry level trends on company's strategy and options Assess the macroeconomic environment of economic growth, interest rates, currency movement etc.
External analysis include an industry level examination of five forces model to calibrate the attractiveness of an industry and aid in identifying specific forces that are shaping the industry, either favorably or unfavorably

PESTLE Analysis

Strategic Analysis - Internal


Internal Analysis examines an organisation's own performance and capabilities Value chain analysis - helps a firm identify those activities that it intends to perform differently or better than competitors to establish a sustainable competitive advantage. Companies can also estimate activity-based cost models for each process in the value chain

SWOT
Once the internal and external analyses have been performed, the strategic planning participants conduct a SWOT analysis A SWOT table summarizes the earlier analyses into a succint list that helps the executive team understand the key issues that the organisation must address while formulating the strategy
Helpful for achieving the organizations vision Internal Attributes External Attributes Strengths Opportunities Helpful for achieving the organization's vision Weaknesses Threats

Strategic Direction
Strategic Objectives

Revamp Strategic Objectives

Do-Wells

Do-Wells

Preliminary Measures

Triggers
Burning Platform Technological Macroeconomic

Preliminary Measures

A strategy, whether good or bad, eventually runs its course