科尔尼 - Business Unit Strategy Training Program.ppt

,business unit strategy training program,course curriculum version 1.2,introduction objectives and content of the program,introduction,conclusion,module i,module ii,module iii,module iv,module v,module vi,contents,administrative issues strategy and its importance for a.t. kearney defining strategy and how business unit strategy compares to other types of strategy objectives of a.t. kearneys business unit strategy training program content of a.t. kearneys business unit strategy training program,welcome to the business unit strategy training program,source: a.t. kearney,develop skills in strategic analysis,share and test experiences with others,think about business issues from a strategic perspective,network with like-minded colleagues,help make atk strategy capable,goals of the business unit strategy training program,administrative issues,about the creation of this program,source: a.t. kearney,the program was conceived and developed by the global strategy initiative (gsi), an initiative begun in 1997 to raise a.t. kearneys strategy capability. the program is one of several deliverables resulting from the gsi the program materials were developed by a team of a.t. kearney consultants from around the world over the course of 9 months the program was created using a “bottom-up” approach, in which sources from around the firm and academia were gathered and with time filtered into the “finished product” this is the first version of the business unit training program. it will be updated and improved on a regular basis by a new team of a.t. kearney consultants,administrative issues,personal introductions,source: a.t. kearney,name office experience with a.t. kearney experience before a.t. kearney specific strategy highlights,administrative issues,what is your perspective on strategy, and what are your expectations of the course?,what is your view on business unit strategy in general? what is your view on a.t. kearney and business unit strategy? what are your expectations with regard to this training program?,source: a.t. kearney,administrative issues,dinner,schedule for the a.t. kearney business unit strategy training program,source: a.t. kearney,administrative issues,monday,tuesday,wednesday,thursday,friday,introduction,module ii,lunch,final presentation,conclusion,module iii,case presentation,case preparation,dinner,case preparation,dinner,dinner,module v,case preparation,lunch,module i,lunch,lunch,dinner,case preparation,case presentation,guest speaker,strategy literature review,module vi,lunch,module iv,guest speaker,case presentation,8-9,9-10,10-11,11-12,12-1,1-2,time,2-3,3-4,4-5,6-7,8-9,9-10,10-?,7-8,5-6,what are our expectations of you?,source: a.t. kearney,attentive give your attention and participate punctual be punctual to ensure efficient time management - we have a lot of material to cover curious ask questions - there are no bad ones team-oriented work within teams to reinforce concepts and enhance learning - and give it your full effort resourceful draw upon what you have learned in the course and knowledge you have gained through project experiences and other schooling to augment analyses, presentations and group learning helpful provide feedback so we can make the course even better,administrative issues,expectation,comments,contents,administrative issues strategy and its importance for a.t. kearney defining strategy and how business unit strategy compares to other types of strategy objectives of a.t. kearneys business unit strategy training program content of a.t. kearneys business unit strategy training program,1998,1990-1997,the consulting industry has undergone continuous change during the past two decades,1980-1989,globalization of markets building strategy capabilities cost reduction organizational design mckinsey bcg bain boozallen & hamilton problem solving capabilities,deregulation convergence of industries dismantling of conglomerates downsizing industry knowledge/insights process facilitators on operations/it mckinsey a.t. kearney bcg bain boozallen & hamilton big six international office network industry practices,digital world virtual companies outsourcing regionalization (eu, nafta, apec) concentration of industries end-to-end capabilities mckinsey a.t. kearney big six (big four) ceo control integrated solutions,external trends consultants value proposition key players key factors for success,note: bcg, bain, and boozallen & hamilton are not considered as key players of the future, based on with their present strategy focused offering. shifts in focus or mergers and acquisitions can make these players more viable competitors in the future source: a.t. kearney,strategy and its importance for a.t. kearney,a.t. kearney must improve its strategy capability to become end-to-end capable,source: a.t. kearney,strategy and its importance for a.t. kearney,strong capabilities,weak capabilities,strategy,operations,information technology,a.t. kearneys end-to-end capabilities,need for improvement on a global basis,a.t. kearneys current value proposition,2,5,5,5,1,introduction to a.t. kearneys strategy practice,source: a.t. kearney,strategy and its importance for a.t. kearney,strategy practice mission statement,we seek to build the premier capability in developing value and growth strategies for major corporations worldwide and in driving implementation to measurable results,we shall broaden our service offerings to include greater perception, ideas, frameworks and methodologies for solving corporate and business unit issues,we shall broaden our focus to strengthen current account relationships, while building relationships with the leaders of the future,we shall achieve the image as a great strategic consulting company based on delivering superior contributions,we shall focus on further developing the growth potential across industries, particularly as it relates to information and technology,a.t. kearneys value proposition in strategy,source: a.t. kearney,strategy and its importance for a.t. kearney,contents,administrative issues strategy and its importance for a.t. kearney defining strategy and how business unit strategy compares to other types of strategy objectives of a.t. kearneys business unit strategy training program content of a.t. kearneys business unit strategy training program,some strategy definitions,source: want, r.l. (1988); a new translation of sun tzus classic “the art of war”;chandler, a.d. (1960); strategy and structure; ohmae, k. (1976); mind of the strategist; quinn, j.b. (1988); strategies for change; porter, m.e. (1980); competitive strategy; johnson, g. exploring corporate strategy,strategy is the great work of the organization. in situations of life or death, it is the tao of survival or extinction. its study cannot be neglected the determination of the long run goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals strategy is the way in which a corporation endeavors to differentiate itself positively from its competitors, using its relative corporate strengths to better satisfy customer needs strategy is the pattern or plan that integrates an organizations major goals, policies, and action sequence into a cohesive whole. a well-formulated strategy helps to marshall and allocate an organizations resources into a unique and viable posture based on its relative internal competencies and shortcomings, anticipated changes in the environment, and contingent moves by intelligent opponents strategy is the matching of a companys strengths and weaknesses to the opportunities and threats in the environment strategy is the direction and scope of an organization over the long term: ideally, which matches its resources to its changing environment, and in particular its markets, customers or clients so as to meet stakeholder expectations,sun tzu alfred d. chandler, jr. kenichi ohmae james brian quinn michael porter gerry johnson & kevan scholes,definition,author(s),defining strategy and how business unit strategy compares to other types of strategy,a.t. kearneys business unit strategy definition enables consultants to carry out an “acid test” as to whether the client has a clear strategy that can enable the company to achieve success,a business unit strategy is about .,an integrated set of actions . . .,to design the entire value system . . .,to continuously create and rede-fine competitive advantage . . .,through superior customer value . . .,does the company have a key strategic objective? is the company maximizing shareholder value?,is the clients business customer oriented? does the customer perceive sufficient value?,is the clients business competition oriented? is the competitive advantage sustainable?,is the delivery mechanism in place to meet strategic objectives? is the value system effectively structured?,does the client manage the value chain in an integrated way? does its plan include all of the needed actions?,with the aim of maximizing shareholder value in the long-term,source: a.t. kearney,defining strategy and how business unit strategy compares to other types of strategy,the a.t. kearney definition of bu strategy reflects the importance that the firm places on strategy for the future success of the company,an integrated set of actions . . . to design the entire value system . . . to continuously create and redefine competitive advantage . . . through superior customer value . . . with the aim of maximizing shareholder value in the long-term,a program of specified organizational, manufacturing, financial, and managerial actions aimed at integrating all resources of a bu towards a common goal the sequence of steps and their respective elements (technology, production design, sales, distribution, etc.) by which companies in a given business produce their goods or services and deliver to the customer competitive advantage is what a company possesses when it earns or has the potential to earn a higher ratio of profit than its competitors. competition without an advantage for any particular competitor results in a totally competitive market. the markets forces will not allow any company to realize any returns beyond the cost of equity competitive advantage needs to be sustainable in a way that competitors cannot copy or nullify the particular advantage the “value” that an end-user receives from the product, which could be economic (low price through cost reduction) or perceived benefit (qualitative) contributed by the product by maximizing profits, companies maximize shareholder value (the economic value received by owners of equity through dividend payments and/or increases in share price). shareholder value maximization is widely seen as the appropriate goal of a company and the primary yardstick for measuring performance,source: a.t. kearney,defining strategy and how business unit strategy compares to other types of strategy,although strategy can encompass corporate, business unit and functional strategy, the focus of this training program is on the business unit,industry,corporate,business unit,corporate strategy defines the scope of the company in terms of the industries and markets in which its various business units compete,strategies for industry restructuring,business unit strategy defines how the company competes within a particular industry or market,source: a.t. kearney,business unit,r&d personnel finance production sales and marketing,functional strategy defines the detailed deployment of resources at the operational level,corporate strategy and finance m&a&d design of the corporation and corporate center resource allocation,market and competitive strategies,defining strategy and how business unit strategy compares to other types of strategy,what is a strategic business unit (sbu)?,source: a.t. kearney; kotler, p. (1997); marketing management,defining strategy and how business unit strategy compares to other types of strategy,iterative process,the main elements of a business unit strategy,source: a.t. kearney,product/market “where to compete”,in which segments should the company compete?,business system “how to compete”,how should the business system be designed?,strategic roadmap “when to compete”,capabilities?,competitor reaction?,action?,critical path,at what time and in which sequence should a strategy be executed?,service,s&m,manuf.,design,defining strategy and how business unit strategy compares to other types of strategy,strategy projects differ from other types of engagements in several ways,source: a.t. kearney,unique to each engagement and therefore issue-driven and more flexibly structured there is not one approach that will work for every situation. however, for every company in every situation, there will be an ideal approach broader in scope more long-term oriented in nature and results might often be intangible for several years characterized by ambiguity and a high degree of uncertainty as consultants often dont know where the project will “end up” characterized by many iterations throughout the project due to new findings which can result in changes to the scope and the nature of the project characterized by a process and not a single approach,defining strategy and how business unit strategy compares to other types of strategy,strategy projects differ from other consulting projects in their process approach,mechanical systems thinking,intuition,strategic thinking,problem prototype,process of thought,solution,rearrangement of elements,local optimization, or seeing the tree, not the forest,transformation or changed configuration,source: ohmae, k. (1976); the mind of the strategist,defining strategy and how business unit strategy compares to other types of strategy,contents,administrative issues strategy and its importance for a.t. kearney defining strategy and how business unit strategy compares to other types of strategy objectives of a.t. kearneys business unit strategy training program content of a.t. kearneys business unit strategy training program,the main objectives of the program,source: a.t. kearney,objectives of a.t. kearneys business unit strategy training program,strengthen a.t. kearneys overall strategy consulting delivery capabilities raise a.t. kearney consultants strategy skills to a higher level teach a.t. kearney consultants techniques likely to be applied in many future strategy engagements teach a.t. kearneys unique and execution- oriented perspective on strategy establish a common vocabulary and point-of-departure for all a.t. kearney strategy engagements,company objectives,add to portfolio of consulting skills offer broader career possibilities within a.t. kearney satisfy intellectual curiosity broaden ones perspective towards consulting engagements,individual objectives,take-away objectives from the “instruction” and “case” sections of the program,objectives of a.t. kearneys business unit strategy training program,source: a.t. kearney,understanding of the fundamental strategy analysis techniques familiarization with strategy concepts that consultants are most likely to apply endowment of knowledge that enables consultants to “know where to go,” when asked to use the techniques ability to practically apply the knowledge gained from the course in strategy engagements,the “instruction” section,reinforce the concepts taught during the class understand when, how, and to what extent to apply the techniques - realizing that use of the analyses will vary with each engagement realize that other project-specific strategy techniques are also required in a consulting engagement understand how to structure a logical and methodical game plan when approaching a strategy project be prepared to “hit the ground running” when staffed on an assignment,the “case” section,example,a specific illustration or application of a deliverable, technique, or tool, generally drawn from a client engagement but sanitized so that the client is unrecognizable,tool,a spreadsheet, model, database, survey or software used as part of a technique to produce a deliverable,technique,a method, model, or calculation that produces a deliverable,deliverable,a result or insight necessary for the client to reach its objective; that which a.t. kearney delivers to our client (or to internal clients within a.t. kearney) as a result of our proposed solutions and engagement efforts,approach,a logical structure or sequence of deliverables that might span frameworks. there is no one “approach” to strategy,a question which expresses the clients concern or the uncertainties which must be resolved to achieve the clients objective. issue questions are not rhetorical, they should have clear alternative solutions and significant consequences associated with the answer,framework,a way of looking at a clients business issue; a set of building blocks, planks or beliefs that determine at a high level how we might approach a client issue; that ultimately translates to a collection of deliverables,business issue,the objective of the training program is to teach a set of techniques that form the building blocks of analysis in strategy engagements and not to teach an approach,issue/client objective,approach,deliverable,technique,tool,uses,contains,framework,example,shows,shows,source: a.t. kearney, centres of excellence,objectives of a.t. kearneys business unit strategy training program,solved by,defines,this program focuses on teaching techniques because there is not a standard approach to strategy,source: a.t. kearney,objectives of a.t. kearneys business unit strategy training program,be flexible in modeling analyses after issues instead of being confined to rigid approaches that may not be relevant in all