Download - H. Igor Ansoff : Product-Market Matrix
H. Igor Ansoff: Product-Market Matrix
ProductDevelopment Diversification
Market Penetration
Market Development
Market
Product
Current New
Current
New
Hubert Saint-Onge: Learning and Change Matrix
Restlessness Target Zone
Functional Mayhem
Change
Learning
Low High
Low
High
S Specific The right goal C Challenging
M Measurable P Postetively stated
L Legal
A Attainable U Understood E Enviromentally sound
R Realistic R Relevant A Agreed
T Time phased
E Ethical R Recorded
The John Whitmore Model, The right goal
MissionFormål og målsætning
Vision, værdierog forventninger
Strategi-formulering•Alternativer•Vurderingog valg
Strategisk kontrol
Strategi-implementering og planlægning
Situationsanalyse
• Omgivelser:muligheder ogtrusler• Organisations-ressourcer og kvalifikationer
Police og
forretningsorden
Strategisk management
Hvorfor? Hvad? Hvordan? Retningslinjer
ISTJResponsibleExecutors
ISFJDedicatedStewards
INFJInsightfulMotivators
INTJVisionaryStrategists
ISTPNimble
Pragmatics
ISFPPractical Custodians
INFPInspiredCrusaders
INTPExpansive Analyzers
ESTPDynamicMavericks
ESFPEnthusiasti
cImprovisors
ENFPImpassionedCatalysts
ENTPInnovative Explores
ESTJEfficientDrivers
ESFJCommitedBuilders
ENFJEngaging Mobilizers
ENTJStrategicDirectors
Myers-Brigss Type Indicator
Stakeholderkort
Magt Legitimitet
Presserende behov
Dominerende stakeholder
PassivStakeholder
DiskretStakeholder
Krævende stakeholder
AfhængigeStakeholder
DefinitiveStakeholder
FarligeStakeholder
Koordinator
Afslutter
Opfinder
Specialist
Holdkammerat
Overvåger
Udfører
Skaber
Ressource-opdager
Menneskelige
roller
Intellektuelle roller
Beslu
tnin
gsrolle
r
Belbins teamroller
OrganicMechanistic
Specialized differentiation and definition of tasks in the organization
Hierarchical supervision and reconciliation of problems
Precise definition of job responsibilities, methods, rights and obligations.
(Perceived) location of superior knowledge at the top of the hierarchy.
Vertical interaction of individuals between subordinate and superiors.
Insistence on loyalty to organization and obedience to superiors.
More prestige attached to job than to general knowledge, experience and skills.
Contributive nature of special knowledge to the total concerns of the total concerns of the organization.
Redefinition of tasks and responsibilities through interaction with others.
Commitment to the organizations beyond any technical/precise definition; such commitment more valued than loyalty.
Network structure of control, authority and communication.
Omniscience not imputed to senior executives; knowledge located anywhere in the organization and this location may become centre of authority for given issue.
Lateral, rather than vertical, direction of communication.
Communication consists of information and advice rather than instructions and decisions.
Mechanistic vs. Organic Managementstyle
The Four Types of Cooperation Tools
Vision
Folklore Religion
Rituals
Tradition Demorazy
Apprenticeship
Strategic planning
Measurement systems
Standard operating procedures Training
Transfer pricing Financial incentives Hiring and promotion
Control systems
Threats
Coercion
Fiat
Role definition
Negotiation
Role modelling
Salesmanship
Charisma
LeadershipTools
CultureTools
PowerTools
ManagementTools
Broad consensusNo consensus
Bro
ad c
onse
nsus
No
cons
ensu
s
Extent to which people agree on cause and effect
Ext
ent t
o w
hich
peo
ple
agre
e on
wha
t the
y w
ant
The Conversion Model of Brand Loyalty
Secure users Vulnerable users
Open non-users Unavailable non-users
Shallow Convertible
Available
AverageEntrenched
WeaklyAmbivalent Strongly
Competitive brandsFloating voters
Your brand
NY
KAOS
GAMMEL
ORDEN
Innovati
o
ns-
feltet
Thinking outside the box
KONSTRUKTIV
DESTRUKTIV
POSITIV
NEGATIV
”Ja, og …”
”Nej, fordi …”
”Ja, men …””Nej
!”
The AI Model
EGOISTISK
ALTRUISTISK
ARVETTJENT
Børn af rige
forældre
Gamle pengeBrugt på
…
Tjent på …
Nouveau
riche
Green SUV’ers
Vinderne findes på denne side
Statusmodellen