英国某商学院的EMBA课程讲座PPT-StrategicManagem

Review:Session1,Whatisstrategy?,Makingstrategicchoicesishard:,Somequotesfromannualreports“Ourcompanyhasmadeaconsciouschoicetobethepreferredemployerandtheleadingcompetitorinitsfield”“Ourobjectiveistomaximizeourmarketsharewhileincreasingourmargins”“Wewillcontinuecoveringtheneedsofabroadspectrumofcustomers,andstrivetobethetopchoiceinallthesegmentsweserve”,Summary:Whathavewelearnedtoday,Strategyisanongoingquestthatisparticulartoeachactorandcontext.Thereisnouniversalformulaforsuccess.Eachsuchquestinvolves:GettingthetoolsBreakingtherulesMakingadifference,Strategy:Makingdifficultchoices,Theyaredifficultbecauseof:TheneedtobeinternallyconsistentyetallowforflexibilityOrganizationalinertiaThesearechoicesabout:WhoisthecustomerWhatisthevaluepropositionHowdowedeliveritThesekindsofchoicesallowacompanytogainandsustainacompetitiveadvantageChoicesareaboutthejourneytoIthaca-notIthacaalone.ExperimentationmaybenecessarytoarriveatrobustchoicesExperimentationinvolvesanongoingnegotiationamongkeyconstituenciesStrategysuccessismeasuredbymoreuniversalexpostmeasures(fitability)andmoreidiosyncraticexantemetrics(e.g.employeemorale).Akeyquestionistoidentifytherightmeasures.,WhatarethedifficultchoicesMCCisfacing?,ServiceorcarWhatsegment:corporateorleisureNorthorsouthSubcontractorintegrate,IsMCCSmartsstrategyworking?,SalesbelowexpectationsSalescomparabletoother“similar”initiativesIshelpingachieveCAFobjectivesIsprovidingvaluabledataaboutanewsegmenttherefore,worththeprice,“Getthetools,breaktherules,makeadifference”:Aconceptualmapofthecourse,DefinitionandDynamicsofStrategyWhatisstrategy?Howcanyoubesureyouareaskingthe“right”strategyquestions?Howstrategydevelops:Context,Role-playing,Mentalmodels,andMetaphorsStrategyContentCompetitiveForcesinanIndustryIndustryEvolutionValuingFirmResourcesCapabilitiesforpositioningStrategyinActionImplementingStrategyInstitutionalstrategy:Canstrategymakeadifference?,Review:Session2,ProblemStructuring,“Weneedprofessionalmanagerswhocananalyseaproblem,puttogetherastrategyandcommunicateittoemployees,shareholdersandthefinancialcommunity”,KoujiOhboshichairmanNTTDoCoMoFinancialTimes2001,Youcannotstrategizeifyoudontask,therightquestions!Ifyougetthisright,youcan:MakesenseineverydaylifeMakedecisionsWritegoodpapersandreportsLearnfromacourseHandlejobinterviewsbetterMakestrategy!,ThePyramidPrincipleapproach,Eachlayercontainsthenecessaryandsufficientconditionsforthelayerabove,Governingthought,Synthesisestherecommendationorfindinginonestatement,Keylinesupport,Support,Furthersupport,Tradeoffsofastructuredapproach:,BenefitsRigorousthinkingExperimentwithmultipleoptionsLogicallycoherentargumentEasytocommunicate,DownsideInpractice,itishardtostructureaproblemIsthereroomforintuitionandcreativity?,StrategicManagement,Session3,Developingstrategy,Whydevelopourexistingstrategyfurther?,Sometimes,ourstrategymightnotworkEvenworse,wemightnothaveastrategyandthismakesusvulnerableOr,wemighthavenointentionofchangingourstrategybutacompetitorjustdidSo,weoftenneedtodevelopourstrategyfurther.Whataretheobstaclesindevelopingstrategy?CreativityMentalmodelsContextRole-playingMetaphorsAnalysisSessions4,5,6,and7,Themechanicsofstrategy-making,Generateasmanyideasaspossibleabout:WhototargetWhattoofferHowtodoit,Evaluatetheseideasandchoosewhattodoandwhatnottodo,Implementthesechoicesandremainalerttochangesincontext,AnalyticalframeworksAsk:“Why”toquestiontheorganizationssacredcowsCreateaquestioningcultureCreatevarietyinthethinkingprocessusedinformalplanningsessionsCreateprocessestomakestrategy-makingdemocraticandparticipativeConsultingAsk:“Whynot”toexplorethevalidityofpatterns,similarities,analogies,andmetaphors,Necessaryingredientsforideageneration:,Generateasmanyideasaspossibleabout:WhototargetWhattoofferHowtodoit,AcontextinwhichtoplayaroleAmotivationtolookattheworlddifferently,ContextCreatesBehaviour,Theunderlyingstructureofasystem,TheunderlyingOrganizationalcontextofacompany,CreatestheBehaviourinthatsystem,Determinesthedailybehavioursadoptedbyemployeeswhichcansupportorunderminethefirmsstrategy,TheOrganizationalContextSupportingStrategy,Culture,Incentives,Structure,People,Strategy,McKinseys7Ss:Anotherwayofdescribingorganizationalcontext,UGM:Stillanotherwayofdescribingcontext:,TheOrganizationalContextat3M,CULTURE3Mhasaninformalnormthatemployeescanuse15%oftheirtimetodevelopprojectsoftheirownchoosingEmployeesareencouragedtotaketheinitiativeandareempoweredtomakedecisionsFailureisacceptedandtheculturethatpervadesis“youhavetokissalotoffrogstofindoneprince”Theflathierarchymakespeoplefeelthattheyareresponsibleforeverythinggoingonintheirdivisions,INCENTIVESThecompanyhasestablishedcareerladdersforscientistswhichareseparatefromthoseformanagersTeamsthatintroducesuccessfulnewproductsarerewardedthroughtheGoldenStepProgramSuccessfulnewproductscanbespunoffasseparatedivisionswiththeirownprofitandlossstatements.Theoriginalproductchampionbecomesdivisionalpresident3Mhassetaformalgoalofhaving25%ofsalescomefromnewproducts.Managersaremeasuredandrewardedaccordingtothisgoal.,STRUCTURE3Mutilisescross-functionalteamstoworkonprojectsEachteamisheadedbya“productchampion”whoisresponsibleforbuildingateamcultureOneof3Mstopmanagersbecomesa“managementsponsor”tohelptheteamsecureresourcesandovercomebureaucraticobstaclesDivisionswithin3MarerunasseparatecompaniesDivisionalVPshavethesameresponsibilityasaCEOinmanyothercompaniesHierarchieswithindivisionsarekeptflat,PEOPLEByvirtueofitsincentivesandculture,3MattractstopscientistsandengineersThecompanyisabletorecruitandretaincreativepeoplewithentrepreneurialmindsetBecauseofitsdualcareerladder,topscientistscancoexistwithtopmanagerswithoutinternalcompetition,Strategy,Someofthemanypossiblerolestoplay,Scout:“Ibringlittleknowninformationfromthefield”E.g.IntelsventureintomicroprocessorsRebel:“ThisisanideaIhavetestedwithafewotherpeople”E.g.MonsantosventureintobiotechnologyResourceacquirer:“Thisnewinitiativeshouldreallybepartofourorganisation”,Motivationsforideagenerationinstrategy,WehaveaproblemcomparedtoourpastperformanceE.g.VodafonemarketcaphastumbledcomparedtoourstatedobjectivesbecauseotherslikeusdidmuchbetterE.g.IBMandApple,Howdowefindoutwhattheproblemis?,MetaphorsandanalogiesE.g.VodafoneislikeautilityCuriouspatternsOther“telecom-related”companieshavealsostalled,Howdowefindoutwhatthesolutionis?,Understandlimitsofcurrentwayoflookingattheworld.,Canyouthinkofaword?,_ANY,Canyouthinkofaword?,MANY,Canyouthinkofaword?,MANY_ENY,AntonyandCleopatra,AntonyandCleopatraarelyingdeadonthefloorinanEgyptianvilla.Nearbyisabrokenbowl.Therearenomarksonthebodiesandtheywerenotpoisoned.Nopersonwasinthevillawhentheydied.Howdidtheydie?,Exercise,Arm-wrestlefor30seconds.Thewinnerwillbetheonethatmanagestopushhis/heropponentshanddownmosttimesinthe30seconds.,Mentalmodelsorsacredcowsarenotnecessarilybad.Theysimplyactasthefiltersthroughwhichinformationpasses.Asaresult,theydeterminewhatwe“hear”or“see”andsoinfluencehowwebehave.,Summarysofar:,Whatdoyousee?,StrongMentalModels,Helpusdecidequickly(andact)MakeusthinkpassivelyMakeusrejectnewinformationthatdoesnotfitwhatwealreadybelievein,30SECONDEXERCISE,IfIcountbetween1and100,howmanytimeswillIfindanumberthathasa9init?,Soweneedtolearntorecogniseourmentalmodels,HOW?Byasking:“why”AdopttheattitudethatnorightanswerslastforeverTheBritishcreatedacivil-servicejobin1803callingforamantostandonthecliffsofDoverwithaspyglass.HewassupposedtoringabellifhesawNapoleoncoming.Thejobwasabolishedin1945.,Howcanknowledgeofourmentalmodelshelpusgenerateideas?,Wecannowask“whynot”Youseethingsastheyareandask,Why?Idreamthingsastheyneverwereandask,Whynot?“-GeorgeBernardShaw“IfVodafoneisautility,arethereprofitableutilitieswecanemulate?”Morebroadly,“Isthereanotherbusinessmodelwecanadopt?”Ingeneral:UseseveralmetaphorsSearchformultiplecuesanddata:benchmark“Test”alternativehypothesesSegwayismorethana“scooter”Fordsproductismorethana“horse-lesscarriage”Anelephantismorethanfour“columns”anda“rope”Syphillisisaparticularformof“avenerealdisease”Environmentalissuesismorethan“safety”,“productdesign”,“productquality”,“publicrelations”Shock!,Questioningmentalmodelscanenableustodevelopaninnovativebusinessmodel,Somecompanies,likeLan&SparbankinDenmark,takethisprocesstoheart.Theyquestion:WHOtheircustomerreallyisWHATtheirvalueaddedreallyisHOWtheysell/distribute/produce/organize,etcSuchquestioningMAYleadacompanytoidentifyanewWHO/WHAT/HOWposition(i.e.tostrategicallyinnovate),Anextrastepforradicalstrategychange:,Whodevelopsstrategy?Shouldyoukeepanewstrategysecret?,MakingStrategyDemocratic,Ideascomefrom:AnybodyAnywhereAnytime,Ideascomefrom:AnybodyAnywhereAnytime,ButOurstrategyprocessinvolves:-Top20managers-Inaretreat-For2days,MakingStrategyDemocratic,Makingstrategydemocratic:,Onlyideagenerationphaseinnovation,notanarchyAnyone,anywhere,anytimeshouldbeabletocontributeNeedtoinstitutionalisetheprocessofideageneration,JohnBachmann“Igivemypeoplethecanvas,CEO,EdwardJones:thepaints.Whattheypaintisuptothem”E.Leclerc“ItellmypeoplethatIwantCEO,LeclercthemtobeincityXSupermarkets,byMonday,9.00am.France:Howtheygetthereisuptothem”,buthowdoweensurethatallthisdoesnotleadtochaos?,Howtogiveautonomywithoutchaos,Providetheparameterswithinwhichyourpeoplearefreetooperate.Theseparametersare:Themajorstrategicdecisionsthattheorganizationhastaken(Who/What/How)Thevaluesoftheorganization,Whydocompaniesresistthedemocratisationprocess?,Fear“Theircontributionmightbebetterthanmine”Arrogance“Theircontributioncannotbebetterthanmine!”SecrecyforcompetitivereasonsDemocracyrequiresthatcontributorsareknowledgeableaboutexternalconditionsandinternalstrengthsandweaknesses.Thisisinformationthatacompetitorwouldkillfor.ButWal-Mart,IKEA,andtheOpenLawprojectatHarvardbegtodiffer.Cos