3 successes gaga dyson ferguson what is strategy? strategy is the means by which individuals or...
TRANSCRIPT
3 Successes
• Gaga
• Dyson
• Ferguson
What is strategy?
Strategy is the means by which individuals or organizations achieve their objectives.
Key elements of success
1. Simple goals
2. Understand the competitive environment
3. Objective appraisal of resources
4. Effective implementation
Strategy in history
• Origins
– Good Strategy needs to:
• Give direction
• Utilize resources
• Coordinate decisions
Strategy in History
• Strategy vs. Tactics• “…tactics are concerned with the maneuvers necessary to
win battles, strategy is concerned with winning the war” (13).
Strategic Evolution
Financial
Budgeting
Corporate
Planning
Strategy as Positioning
Quest for
Competitive Advantage
Strategy for
the New
Economy
Strategy for
the Millennium
Strategy in
Turbulent
Times
Foundations of Strategy: Figure 1.2
Strategic Evolution
• Financial Budgeting– Annual Financial Planning – Investment Appraisal
Disadvantages:• No long term development
Strategic Evolution
• Corporate Planning– Formal– Diversification and Synergy– 1960s Corporate Planning Departments
– Disadvantage:• Failed to deliver• Macroeconomic instability
Strategic Evolution
• Strategy as Positioning– In markets and in relation to competitors
• Quest for Competitive Advantage– Resource Based view– Resources and Capabilities – “Competitive Strategy is about being different. It
means deliberately choosing a different set of activities to deliver a unique mix of value” (15).
Strategic Evolution
• Strategy for the New Economy– TMT and the new knowledge economy
• Strategy in the New Millennium– Competing for Standards• Responsiveness and flexibility• Reconfiguring resources and capablities
Strategic Evolution
• Strategy in Turbulent Times– Managing Risk and Uncertainty – Social Responsibilities – New thinking
Strategy Today
• Strategy: “The means by which individuals or organizations achieve their objectives” (17).
• Corporate Strategy
• Business Strategy
Corporate Strategy
• Which industry should the firm compete in?• Defines the scope of the firm in terms of the
industries or markets it competes in.– Diversification Investments– Vertical Integration– Acquisitions and New Ventures– Divestments
Business Strategy
• How should the firm compete in the market?• Also referred to as Competitive Strategy• Considers how the firm competes within a
particular industry or market. • Primary focus revolves around competitive
advantage.
Corporate vs. Business StrategyRate of Return Above the Cost of Capital
How do we make money?Industry Attractiveness
Which industries should we be in?Corporate
Strategy
Competitive Advantage
How should we compete?BusinessStrategy
How to identify a firm’s strategy
• Mission Statements– “Why we exist”
• Statement of values– “What we believe in and how we will behave”
• Vision Statements– “What we want to be”
• Strategy Statements– “What our competitive game plan will be”
Competitive Game Plans
Comprised of three major components:
1. Objectives– What do we want to accomplish?
2. Scope– Where will we compete to meet these goals?
3. Advantage– How will we compete to meet these goals?
How is Strategy Made?
• Intended Strategy– The strategy conceived by the top management team of a firm.
• Realized Strategy– The actual strategy that is implemented.– Typically only 10-30% of a firm’s intended strategy.
• Emergent Strategy– The decisions that emerge in which individual managers
interpret the intended strategy and adapt to changing circumstances.
The Benefits of a Good Strategy
What Roles Does Strategy Perform?
Strategy as Decision SupportStrategy improves decision making in primarily three ways:1. Simplifies decision making by constraining the range of decision alternatives
considered.2. Strategy-making processes permit the knowledge of different individuals to be
pooled and integrated.3. Strategy-making processes facilitate the use of analytical tools.
Strategy as a Coordinating Device• Promotes coordination through communication.• Goals, commitments (through buy-ins), and performance targets that are
monitored ensure the organization moves in a consistent and favorable direction.
What Roles Does Strategy Perform?
Strategy as Target• Forward-looking strategies establish direction for the firm’s development, as well
as set aspirations that can motivate members.• Stretch and Resource leverage is necessary to successful implementation of a
firm’s strategy.
Strategy as Animation and Orientation• The most important role of strategy is to essentially paint a clear picture of the
organization’s strategy for individuals so that they are mobilized, encouraged, and work in harmony toward the shared goals.
• Having a strategy that is clear and accurate ensures greater success toward meeting a firm’s goals.
Shareholders vs. Stakeholders
• Value created by firms is distributed among different parties: employees, customers, lenders, owners, government, etc.
• Firms also create Consumer Surplus– Value created for a firm’s customers to the extent that the satisfaction
gained exceeds the price that was paid.
• Stakeholder Approach of a firm.– The view of an organization as a coalition of interest groups, where
top management’s role is to balance the different interests for the benefit of all stakeholders.
Whose Interests Should be Prioritized?
• There are two views on companies’ legal obligations:– In the US, Canada, the UK and Australia, company
boards are required to act in the interest of the shareholder.
– While in continental European countries, companies are legally required to take account of the interest of employees.
Profit and Purpose
• The world’s most consistently successful companies in terms of profits and shareholder value tend to be those that are motivated by factors other than profit.
• On the other side, companies that are more focused on profitability and the creation of shareholder value tend to be unsuccessful at achieving profit.
Profit and Purpose
• One company who is consistently successful at having a sense of purpose is Google.
• Google’s mission is “to organize the world’s information and make it universally accessible and useful.”
• With this sense of purpose there is no question why Google’s net worth is $367.6 Billion. Retrieved from http://www.forbes.com/companies/google/.
Profit and Purpose
• The pursuit of profit often fails to realize its goals when:– Profit will only be a guide to management if
managers know what determines profit.• Obsession with profitability can hinder managers’
perception of the real drivers of superior performance.
– Motivation is lost.• The goal of maximizing the return to stockholders is
unlikely to inspire employees.
The Debate Over Corporate Social Responsibility
• What Is Corporate Social Responsibility?
• Corporate Social Responsibility (CSR)- is the issue of ‘whose interests should strategy serve’. (33)
• The main question is, “What are a company’s obligations to society as a whole?”
The Debate Over Corporate Social Responsibility
• There are two views about management responsibility:– Firm as property• It is management’s responsibility to operate in the
interests of shareholders
– Firm as social entity• Company’s have a responsibility to maintain the firm
within its overall network of relationships and dependencies.
Takeaways
• Strategy is not a detailed plan or program, it is a unifying
theme that gives direction to actions and decisions.
• The purpose of strategy is not to provide quick fix
answers, but to better understand the issues.
• Strategy helps us find the initial threads that are the key
to untangling complex knots.