Submit Search
Upload
What is strategy?
ā¢
2,731 likes
ā¢
371,684 views
Dr. Marc Sniukas
Follow
Some down to earth thoughts on strategy.
Read less
Read more
Entertainment & Humor
Technology
Business
Report
Share
Report
Share
1 of 76
Recommended
Strategy
Strategy
Dr. Amit Kapoor
Ā
Strategy Execution
Strategy Execution
Teaching Excellence
Ā
What is Business Strategy ?
What is Business Strategy ?
Jonathan Donado
Ā
Playing to Win
Playing to Win
Anthony Flores, CAPM
Ā
Vision and mission statements, a set of criteria for development and evaluation
Vision and mission statements, a set of criteria for development and evaluation
daveaddy
Ā
1 Introduction To Strategy
1 Introduction To Strategy
Sushant Murarka
Ā
Introduction to Strategy
Introduction to Strategy
Teaching Excellence
Ā
Strategic Thinking
Strategic Thinking
SungHyuk Park
Ā
Recommended
Strategy
Strategy
Dr. Amit Kapoor
Ā
Strategy Execution
Strategy Execution
Teaching Excellence
Ā
What is Business Strategy ?
What is Business Strategy ?
Jonathan Donado
Ā
Playing to Win
Playing to Win
Anthony Flores, CAPM
Ā
Vision and mission statements, a set of criteria for development and evaluation
Vision and mission statements, a set of criteria for development and evaluation
daveaddy
Ā
1 Introduction To Strategy
1 Introduction To Strategy
Sushant Murarka
Ā
Introduction to Strategy
Introduction to Strategy
Teaching Excellence
Ā
Strategic Thinking
Strategic Thinking
SungHyuk Park
Ā
Management Consulting Toolkit - Framework, Best Practices and Templates
Management Consulting Toolkit - Framework, Best Practices and Templates
Aurelien Domont, MBA
Ā
Business Growth & Strategy
Business Growth & Strategy
Governance Learning NetworkĀ®
Ā
Strategic Thinking
Strategic Thinking
Governance Learning NetworkĀ®
Ā
Strategy
Strategy
Tom Clowers
Ā
Strategic planning
Strategic planning
Stuart Hazell
Ā
Corporate Strategy
Corporate Strategy
ahmad bassiouny
Ā
Business Model Canvas
Business Model Canvas
Operational Excellence Consulting
Ā
Porter's Generic Strategies
Porter's Generic Strategies
Ryan Braganza
Ā
Business model Canvas
Business model Canvas
Ibrahim Faza
Ā
Business strategy
Business strategy
Babasab Patil
Ā
The Strategic Management Process
The Strategic Management Process
Muhammad Syukhri Shafee
Ā
Strategic thinking (slides)
Strategic thinking (slides)
Ibrahim Nor
Ā
What is strategy-Michael E. Porter
What is strategy-Michael E. Porter
Ashmita Karki Chhetri
Ā
About Management Consulting
About Management Consulting
Deepak Pareek
Ā
The Nature of Strategic Management
The Nature of Strategic Management
Noel Buensuceso
Ā
Strategic Planning PowerPoint Presentation
Strategic Planning PowerPoint Presentation
Lawrence Podgorny
Ā
Developing A Strategic Business Plan
Developing A Strategic Business Plan
Earl Stevens
Ā
Strategic management ppt
Strategic management ppt
ayushi jain
Ā
Strategic formulation in Strategic management
Strategic formulation in Strategic management
Yamini Kahaliya
Ā
Prsentation on space matrix
Prsentation on space matrix
neha neharika sharma
Ā
Strategy Grand Tour
Strategy Grand Tour
arvetica
Ā
Strategic Planning For Managers
Strategic Planning For Managers
Yodhia Antariksa
Ā
More Related Content
What's hot
Management Consulting Toolkit - Framework, Best Practices and Templates
Management Consulting Toolkit - Framework, Best Practices and Templates
Aurelien Domont, MBA
Ā
Business Growth & Strategy
Business Growth & Strategy
Governance Learning NetworkĀ®
Ā
Strategic Thinking
Strategic Thinking
Governance Learning NetworkĀ®
Ā
Strategy
Strategy
Tom Clowers
Ā
Strategic planning
Strategic planning
Stuart Hazell
Ā
Corporate Strategy
Corporate Strategy
ahmad bassiouny
Ā
Business Model Canvas
Business Model Canvas
Operational Excellence Consulting
Ā
Porter's Generic Strategies
Porter's Generic Strategies
Ryan Braganza
Ā
Business model Canvas
Business model Canvas
Ibrahim Faza
Ā
Business strategy
Business strategy
Babasab Patil
Ā
The Strategic Management Process
The Strategic Management Process
Muhammad Syukhri Shafee
Ā
Strategic thinking (slides)
Strategic thinking (slides)
Ibrahim Nor
Ā
What is strategy-Michael E. Porter
What is strategy-Michael E. Porter
Ashmita Karki Chhetri
Ā
About Management Consulting
About Management Consulting
Deepak Pareek
Ā
The Nature of Strategic Management
The Nature of Strategic Management
Noel Buensuceso
Ā
Strategic Planning PowerPoint Presentation
Strategic Planning PowerPoint Presentation
Lawrence Podgorny
Ā
Developing A Strategic Business Plan
Developing A Strategic Business Plan
Earl Stevens
Ā
Strategic management ppt
Strategic management ppt
ayushi jain
Ā
Strategic formulation in Strategic management
Strategic formulation in Strategic management
Yamini Kahaliya
Ā
Prsentation on space matrix
Prsentation on space matrix
neha neharika sharma
Ā
What's hot
(20)
Management Consulting Toolkit - Framework, Best Practices and Templates
Management Consulting Toolkit - Framework, Best Practices and Templates
Ā
Business Growth & Strategy
Business Growth & Strategy
Ā
Strategic Thinking
Strategic Thinking
Ā
Strategy
Strategy
Ā
Strategic planning
Strategic planning
Ā
Corporate Strategy
Corporate Strategy
Ā
Business Model Canvas
Business Model Canvas
Ā
Porter's Generic Strategies
Porter's Generic Strategies
Ā
Business model Canvas
Business model Canvas
Ā
Business strategy
Business strategy
Ā
The Strategic Management Process
The Strategic Management Process
Ā
Strategic thinking (slides)
Strategic thinking (slides)
Ā
What is strategy-Michael E. Porter
What is strategy-Michael E. Porter
Ā
About Management Consulting
About Management Consulting
Ā
The Nature of Strategic Management
The Nature of Strategic Management
Ā
Strategic Planning PowerPoint Presentation
Strategic Planning PowerPoint Presentation
Ā
Developing A Strategic Business Plan
Developing A Strategic Business Plan
Ā
Strategic management ppt
Strategic management ppt
Ā
Strategic formulation in Strategic management
Strategic formulation in Strategic management
Ā
Prsentation on space matrix
Prsentation on space matrix
Ā
Viewers also liked
Strategy Grand Tour
Strategy Grand Tour
arvetica
Ā
Strategic Planning For Managers
Strategic Planning For Managers
Yodhia Antariksa
Ā
Airline Innovation Trends
Airline Innovation Trends
Innovation Excellence
Ā
What is a Strategy? Michael Porter - Harvard Business Review
What is a Strategy? Michael Porter - Harvard Business Review
Donny Sitompul
Ā
What is Strategic Innovation?
What is Strategic Innovation?
Dr. Marc Sniukas
Ā
Emirates Airlines Draft Strategic 2013-2014
Emirates Airlines Draft Strategic 2013-2014
Arthur Ashidiqy
Ā
Comparing pricing strategies Etisalat VS dU
Comparing pricing strategies Etisalat VS dU
Inam Uddin
Ā
Etisalat expention strategy
Etisalat expention strategy
Noor Rahman
Ā
Dell strategic management
Dell strategic management
Farooq Omar
Ā
Etihad Airwayās Product Offerings, Key Success Factors, Critical Issues, Miss...
Etihad Airwayās Product Offerings, Key Success Factors, Critical Issues, Miss...
Arshed Aydrose
Ā
Case Study | Etisalat UAE Brand Campaign #EtisalatChallenge Fiasco on Social ...
Case Study | Etisalat UAE Brand Campaign #EtisalatChallenge Fiasco on Social ...
Digital Boom
Ā
Coca Cola Life - Market Development Strategy in UAE
Coca Cola Life - Market Development Strategy in UAE
Prateek Dhariwal
Ā
Strategic analysis of first bank of nigeria plc
Strategic analysis of first bank of nigeria plc
Timi Oke
Ā
Etisalat : International Market Entry Strategies
Etisalat : International Market Entry Strategies
hsbj
Ā
Du assignment.
Du assignment.
Sidharth Lunawat
Ā
Yasser Al Mimar - Etisalat and IT Outsourcing
Yasser Al Mimar - Etisalat and IT Outsourcing
Yasser Al Mimar
Ā
Etisalat
Etisalat
Mohammed_gfx
Ā
Perfectessay essay sample_harvard_style_2
Perfectessay essay sample_harvard_style_2
David Smith
Ā
Etihad Airways case study
Etihad Airways case study
Ellie Isaac
Ā
Carrefour's entry in UAE and marketing strategy
Carrefour's entry in UAE and marketing strategy
Aamir chouhan
Ā
Viewers also liked
(20)
Strategy Grand Tour
Strategy Grand Tour
Ā
Strategic Planning For Managers
Strategic Planning For Managers
Ā
Airline Innovation Trends
Airline Innovation Trends
Ā
What is a Strategy? Michael Porter - Harvard Business Review
What is a Strategy? Michael Porter - Harvard Business Review
Ā
What is Strategic Innovation?
What is Strategic Innovation?
Ā
Emirates Airlines Draft Strategic 2013-2014
Emirates Airlines Draft Strategic 2013-2014
Ā
Comparing pricing strategies Etisalat VS dU
Comparing pricing strategies Etisalat VS dU
Ā
Etisalat expention strategy
Etisalat expention strategy
Ā
Dell strategic management
Dell strategic management
Ā
Etihad Airwayās Product Offerings, Key Success Factors, Critical Issues, Miss...
Etihad Airwayās Product Offerings, Key Success Factors, Critical Issues, Miss...
Ā
Case Study | Etisalat UAE Brand Campaign #EtisalatChallenge Fiasco on Social ...
Case Study | Etisalat UAE Brand Campaign #EtisalatChallenge Fiasco on Social ...
Ā
Coca Cola Life - Market Development Strategy in UAE
Coca Cola Life - Market Development Strategy in UAE
Ā
Strategic analysis of first bank of nigeria plc
Strategic analysis of first bank of nigeria plc
Ā
Etisalat : International Market Entry Strategies
Etisalat : International Market Entry Strategies
Ā
Du assignment.
Du assignment.
Ā
Yasser Al Mimar - Etisalat and IT Outsourcing
Yasser Al Mimar - Etisalat and IT Outsourcing
Ā
Etisalat
Etisalat
Ā
Perfectessay essay sample_harvard_style_2
Perfectessay essay sample_harvard_style_2
Ā
Etihad Airways case study
Etihad Airways case study
Ā
Carrefour's entry in UAE and marketing strategy
Carrefour's entry in UAE and marketing strategy
Ā
Similar to What is strategy?
Strategy 090706132815 Phpapp01
Strategy 090706132815 Phpapp01
Ashish Kumar
Ā
W03 Strategy: What is it? HOW to develop actionable plans, by Dr James A Robe...
W03 Strategy: What is it? HOW to develop actionable plans, by Dr James A Robe...
James Robertson
Ā
1. Research Paper - Counseling Women in Battering Relationships..docx
1. Research Paper - Counseling Women in Battering Relationships..docx
braycarissa250
Ā
The guideline below is aĀ recommendedoutline onlyĀ and does not subs.docx
The guideline below is aĀ recommendedoutline onlyĀ and does not subs.docx
arnoldmeredith47041
Ā
Top habits of successful project managers brown bag (v3.2)
Top habits of successful project managers brown bag (v3.2)
Glen Alleman
Ā
Spain Sub Prime Crisis
Spain Sub Prime Crisis
Katie Parker
Ā
SIP ppt - Jeremy (1) (2).pptx
SIP ppt - Jeremy (1) (2).pptx
AdityaMishra105898
Ā
Future forecasting
Future forecasting
Kimmo Haapea
Ā
Ups Case Study
Ups Case Study
JAYESHTIBREWAL2
Ā
SCIP UK Presents: Best in Class Competitive Intelligence | Forecasting - An E...
SCIP UK Presents: Best in Class Competitive Intelligence | Forecasting - An E...
milnerltd
Ā
Principles of strategic portfolio management
Principles of strategic portfolio management
SmartOrg
Ā
Pm lecture
Pm lecture
Muhammad Nasir
Ā
Roadmapping: The power of problem finding and storytelling
Roadmapping: The power of problem finding and storytelling
Sopheon
Ā
PM_lecture.pdf
PM_lecture.pdf
AmitBhatt206160
Ā
The essence of successful programmes webinar
The essence of successful programmes webinar
Association for Project Management
Ā
Term paper on crocs
Term paper on crocs
MD. ZAWAD FATTAH RAHAT
Ā
Insights and Energy for Leaders in Crisis Time Webinar - Episode 7
Insights and Energy for Leaders in Crisis Time Webinar - Episode 7
Greatness Coaching
Ā
240CoachFinalProduct
240CoachFinalProduct
Rachel Betzner
Ā
Webinar Slides: Building Innovation Superclusters
Webinar Slides: Building Innovation Superclusters
Engage // Innovate
Ā
Leading Change_Teigland
Leading Change_Teigland
Robin Teigland
Ā
Similar to What is strategy?
(20)
Strategy 090706132815 Phpapp01
Strategy 090706132815 Phpapp01
Ā
W03 Strategy: What is it? HOW to develop actionable plans, by Dr James A Robe...
W03 Strategy: What is it? HOW to develop actionable plans, by Dr James A Robe...
Ā
1. Research Paper - Counseling Women in Battering Relationships..docx
1. Research Paper - Counseling Women in Battering Relationships..docx
Ā
The guideline below is aĀ recommendedoutline onlyĀ and does not subs.docx
The guideline below is aĀ recommendedoutline onlyĀ and does not subs.docx
Ā
Top habits of successful project managers brown bag (v3.2)
Top habits of successful project managers brown bag (v3.2)
Ā
Spain Sub Prime Crisis
Spain Sub Prime Crisis
Ā
SIP ppt - Jeremy (1) (2).pptx
SIP ppt - Jeremy (1) (2).pptx
Ā
Future forecasting
Future forecasting
Ā
Ups Case Study
Ups Case Study
Ā
SCIP UK Presents: Best in Class Competitive Intelligence | Forecasting - An E...
SCIP UK Presents: Best in Class Competitive Intelligence | Forecasting - An E...
Ā
Principles of strategic portfolio management
Principles of strategic portfolio management
Ā
Pm lecture
Pm lecture
Ā
Roadmapping: The power of problem finding and storytelling
Roadmapping: The power of problem finding and storytelling
Ā
PM_lecture.pdf
PM_lecture.pdf
Ā
The essence of successful programmes webinar
The essence of successful programmes webinar
Ā
Term paper on crocs
Term paper on crocs
Ā
Insights and Energy for Leaders in Crisis Time Webinar - Episode 7
Insights and Energy for Leaders in Crisis Time Webinar - Episode 7
Ā
240CoachFinalProduct
240CoachFinalProduct
Ā
Webinar Slides: Building Innovation Superclusters
Webinar Slides: Building Innovation Superclusters
Ā
Leading Change_Teigland
Leading Change_Teigland
Ā
More from Dr. Marc Sniukas
Turn customer needs into business opportunities
Turn customer needs into business opportunities
Dr. Marc Sniukas
Ā
Webinar: THE ART OF OPPORTUNITY: Strategic Innovation Through Visual Thinking
Webinar: THE ART OF OPPORTUNITY: Strategic Innovation Through Visual Thinking
Dr. Marc Sniukas
Ā
How to design new growth ventures.
How to design new growth ventures.
Dr. Marc Sniukas
Ā
What is Business Model Innovation?
What is Business Model Innovation?
Dr. Marc Sniukas
Ā
Business Model Innovation for New Growth
Business Model Innovation for New Growth
Dr. Marc Sniukas
Ā
Business Model Handbook
Business Model Handbook
Dr. Marc Sniukas
Ā
Reinventing Your Business
Reinventing Your Business
Dr. Marc Sniukas
Ā
Business model innovation 2 day workshop facilitation slides
Business model innovation 2 day workshop facilitation slides
Dr. Marc Sniukas
Ā
Strategic Innovation ODWS Budapest Aug 2010
Strategic Innovation ODWS Budapest Aug 2010
Dr. Marc Sniukas
Ā
Business Model Innovation Research Project
Business Model Innovation Research Project
Dr. Marc Sniukas
Ā
25 ways to reinvent your business sniukas
25 ways to reinvent your business sniukas
Dr. Marc Sniukas
Ā
Business Model Evaluation Scorecard
Business Model Evaluation Scorecard
Dr. Marc Sniukas
Ā
Managing Cuts And New Growth
Managing Cuts And New Growth
Dr. Marc Sniukas
Ā
El Mapa De La InnovaciĆ³N Esp
El Mapa De La InnovaciĆ³N Esp
Dr. Marc Sniukas
Ā
Defining Innovation Types.
Defining Innovation Types.
Dr. Marc Sniukas
Ā
Leading In A Virtual World
Leading In A Virtual World
Dr. Marc Sniukas
Ā
Organizing For Innovation & Growth
Organizing For Innovation & Growth
Dr. Marc Sniukas
Ā
FĆ¼hren in turbulenten Zeiten
FĆ¼hren in turbulenten Zeiten
Dr. Marc Sniukas
Ā
More from Dr. Marc Sniukas
(18)
Turn customer needs into business opportunities
Turn customer needs into business opportunities
Ā
Webinar: THE ART OF OPPORTUNITY: Strategic Innovation Through Visual Thinking
Webinar: THE ART OF OPPORTUNITY: Strategic Innovation Through Visual Thinking
Ā
How to design new growth ventures.
How to design new growth ventures.
Ā
What is Business Model Innovation?
What is Business Model Innovation?
Ā
Business Model Innovation for New Growth
Business Model Innovation for New Growth
Ā
Business Model Handbook
Business Model Handbook
Ā
Reinventing Your Business
Reinventing Your Business
Ā
Business model innovation 2 day workshop facilitation slides
Business model innovation 2 day workshop facilitation slides
Ā
Strategic Innovation ODWS Budapest Aug 2010
Strategic Innovation ODWS Budapest Aug 2010
Ā
Business Model Innovation Research Project
Business Model Innovation Research Project
Ā
25 ways to reinvent your business sniukas
25 ways to reinvent your business sniukas
Ā
Business Model Evaluation Scorecard
Business Model Evaluation Scorecard
Ā
Managing Cuts And New Growth
Managing Cuts And New Growth
Ā
El Mapa De La InnovaciĆ³N Esp
El Mapa De La InnovaciĆ³N Esp
Ā
Defining Innovation Types.
Defining Innovation Types.
Ā
Leading In A Virtual World
Leading In A Virtual World
Ā
Organizing For Innovation & Growth
Organizing For Innovation & Growth
Ā
FĆ¼hren in turbulenten Zeiten
FĆ¼hren in turbulenten Zeiten
Ā
Recently uploaded
Hire š 8617370543 Khalilabad Call Girls Service Call Girls Agency
Hire š 8617370543 Khalilabad Call Girls Service Call Girls Agency
Nitya salvi
Ā
Hire š 8617370543 Dhalai Call Girls Service Call Girls Agency
Hire š 8617370543 Dhalai Call Girls Service Call Girls Agency
Nitya salvi
Ā
Call Girls In Amreli Escorts āļø8617370543 š š Enjoy 24/7 Escort Service Enjoy...
Call Girls In Amreli Escorts āļø8617370543 š š Enjoy 24/7 Escort Service Enjoy...
Nitya salvi
Ā
Call Girls Belonia Just Call š 8617370543 Top Class Call Girl Service Available
Call Girls Belonia Just Call š 8617370543 Top Class Call Girl Service Available
Nitya salvi
Ā
Call Girls Moradabad Just Call 8617370543 Top Class Call Girl Service Available
Call Girls Moradabad Just Call 8617370543 Top Class Call Girl Service Available
Nitya salvi
Ā
Vip Call Girls Bhubaneswar š±āš 9777949614 Independent Escorts Service Bhubane...
Vip Call Girls Bhubaneswar š±āš 9777949614 Independent Escorts Service Bhubane...
Call Girls Mumbai
Ā
Call Girls in Kollam - 9332606886 Our call girls are sure to provide you with...
Call Girls in Kollam - 9332606886 Our call girls are sure to provide you with...
call girls kolkata
Ā
Call girls Service Khammam - 9332606886 Rs 3000 Free Pickup & Drop Services 2...
Call girls Service Khammam - 9332606886 Rs 3000 Free Pickup & Drop Services 2...
DipikaDelhi
Ā
Bhubaneswarš¹Call Girls Kalpana Mesuem ā¤Komal 9777949614 š Full Trusted CALL ...
Bhubaneswarš¹Call Girls Kalpana Mesuem ā¤Komal 9777949614 š Full Trusted CALL ...
Call Girls Mumbai
Ā
Call Girls In Gandhinagar š 8617370543 At Low Cost Cash Payment Booking
Call Girls In Gandhinagar š 8617370543 At Low Cost Cash Payment Booking
Nitya salvi
Ā
Dubai Call girls Service 0524076003 Call girls services in Dubai
Dubai Call girls Service 0524076003 Call girls services in Dubai
Monica Sydney
Ā
Call Girls in Perumbavoor / 9332606886 Genuine Call girls with real Photos an...
Call Girls in Perumbavoor / 9332606886 Genuine Call girls with real Photos an...
call girls kolkata
Ā
š¹Bhubaneswarš¹Ravi Tailkes ā¤CALL GIRL 9777949614 ā¤CALL GIRLS IN bhubaneswar E...
š¹Bhubaneswarš¹Ravi Tailkes ā¤CALL GIRL 9777949614 ā¤CALL GIRLS IN bhubaneswar E...
Call Girls Mumbai
Ā
Dubai Call girls Service 0524076003 Call girls in Dubai
Dubai Call girls Service 0524076003 Call girls in Dubai
Monica Sydney
Ā
Call girls Service Dombivli - 9332606886 Our call girls are sure to provide y...
Call girls Service Dombivli - 9332606886 Our call girls are sure to provide y...
call girls kolkata
Ā
Bhubaneswarš¹Call Girls Rasulgada ā¤Komal 9777949614 š Full Trusted CALL GIRLS ...
Bhubaneswarš¹Call Girls Rasulgada ā¤Komal 9777949614 š Full Trusted CALL GIRLS ...
Call Girls Mumbai
Ā
Hire š 8617370543 Mirzapur Call Girls Service Call Girls Agency
Hire š 8617370543 Mirzapur Call Girls Service Call Girls Agency
Nitya salvi
Ā
Genuine 8617370543 Hot and Beautiful š Gomati Escorts call Girls
Genuine 8617370543 Hot and Beautiful š Gomati Escorts call Girls
Nitya salvi
Ā
Badshah Nagar ] Call Girls Service Lucknow | Starting ā¹,5K To @25k with A/C 9...
Badshah Nagar ] Call Girls Service Lucknow | Starting ā¹,5K To @25k with A/C 9...
HyderabadDolls
Ā
Turbhe Female Escorts 09167354423 Turbhe Escorts,Call Girls In Turbhe
Turbhe Female Escorts 09167354423 Turbhe Escorts,Call Girls In Turbhe
Priya Reddy
Ā
Recently uploaded
(20)
Hire š 8617370543 Khalilabad Call Girls Service Call Girls Agency
Hire š 8617370543 Khalilabad Call Girls Service Call Girls Agency
Ā
Hire š 8617370543 Dhalai Call Girls Service Call Girls Agency
Hire š 8617370543 Dhalai Call Girls Service Call Girls Agency
Ā
Call Girls In Amreli Escorts āļø8617370543 š š Enjoy 24/7 Escort Service Enjoy...
Call Girls In Amreli Escorts āļø8617370543 š š Enjoy 24/7 Escort Service Enjoy...
Ā
Call Girls Belonia Just Call š 8617370543 Top Class Call Girl Service Available
Call Girls Belonia Just Call š 8617370543 Top Class Call Girl Service Available
Ā
Call Girls Moradabad Just Call 8617370543 Top Class Call Girl Service Available
Call Girls Moradabad Just Call 8617370543 Top Class Call Girl Service Available
Ā
Vip Call Girls Bhubaneswar š±āš 9777949614 Independent Escorts Service Bhubane...
Vip Call Girls Bhubaneswar š±āš 9777949614 Independent Escorts Service Bhubane...
Ā
Call Girls in Kollam - 9332606886 Our call girls are sure to provide you with...
Call Girls in Kollam - 9332606886 Our call girls are sure to provide you with...
Ā
Call girls Service Khammam - 9332606886 Rs 3000 Free Pickup & Drop Services 2...
Call girls Service Khammam - 9332606886 Rs 3000 Free Pickup & Drop Services 2...
Ā
Bhubaneswarš¹Call Girls Kalpana Mesuem ā¤Komal 9777949614 š Full Trusted CALL ...
Bhubaneswarš¹Call Girls Kalpana Mesuem ā¤Komal 9777949614 š Full Trusted CALL ...
Ā
Call Girls In Gandhinagar š 8617370543 At Low Cost Cash Payment Booking
Call Girls In Gandhinagar š 8617370543 At Low Cost Cash Payment Booking
Ā
Dubai Call girls Service 0524076003 Call girls services in Dubai
Dubai Call girls Service 0524076003 Call girls services in Dubai
Ā
Call Girls in Perumbavoor / 9332606886 Genuine Call girls with real Photos an...
Call Girls in Perumbavoor / 9332606886 Genuine Call girls with real Photos an...
Ā
š¹Bhubaneswarš¹Ravi Tailkes ā¤CALL GIRL 9777949614 ā¤CALL GIRLS IN bhubaneswar E...
š¹Bhubaneswarš¹Ravi Tailkes ā¤CALL GIRL 9777949614 ā¤CALL GIRLS IN bhubaneswar E...
Ā
Dubai Call girls Service 0524076003 Call girls in Dubai
Dubai Call girls Service 0524076003 Call girls in Dubai
Ā
Call girls Service Dombivli - 9332606886 Our call girls are sure to provide y...
Call girls Service Dombivli - 9332606886 Our call girls are sure to provide y...
Ā
Bhubaneswarš¹Call Girls Rasulgada ā¤Komal 9777949614 š Full Trusted CALL GIRLS ...
Bhubaneswarš¹Call Girls Rasulgada ā¤Komal 9777949614 š Full Trusted CALL GIRLS ...
Ā
Hire š 8617370543 Mirzapur Call Girls Service Call Girls Agency
Hire š 8617370543 Mirzapur Call Girls Service Call Girls Agency
Ā
Genuine 8617370543 Hot and Beautiful š Gomati Escorts call Girls
Genuine 8617370543 Hot and Beautiful š Gomati Escorts call Girls
Ā
Badshah Nagar ] Call Girls Service Lucknow | Starting ā¹,5K To @25k with A/C 9...
Badshah Nagar ] Call Girls Service Lucknow | Starting ā¹,5K To @25k with A/C 9...
Ā
Turbhe Female Escorts 09167354423 Turbhe Escorts,Call Girls In Turbhe
Turbhe Female Escorts 09167354423 Turbhe Escorts,Call Girls In Turbhe
Ā
What is strategy?
1.
The Economist āNobody really
knows what strategy is.ā Version 3.2 March 20111 Ā© Marc Sniukas
2.
Download this presentation as
PowerPoint file. Visit: www.e-junkie.com/sniukas Version 3.2 March 2011Ā© Marc Sniukas2 ā¬ 2.99
3.
What is Strategy? A
(very) brief introduction.
4.
Why do we
need a strategy? Ā§ļ§āÆ Without a strategy, we fill our time withā¦ ā¦ what we want, or ā¦ what we think the boss wants, or ā¦ by reacting. Ā§ļ§āÆ Without a strategy, time and resources are easily wasted on piecemeal, disparate activities. Version 3.2 March 2011 āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 4 Ā© Marc Sniukas
5.
Five Definitions Strategy asā¦ Ā§ļ§āÆ
a consciously and purposefully developed plan; Ā§ļ§āÆ a ploy to outmaneuver a competitor; Ā§ļ§āÆ a pattern in a stream of actions, whether intended or not; Ā§ļ§āÆ a position defined either with respect to a competitor, in the context of a number of competitors, or with respect to markets; and as Ā§ļ§āÆ a perspective, i.e. a certain mindset of how to perceive the world. Mintzberg, H. (1987). "The Strategy Concept I: Five Ps For Strategy." California Management Review 30(1) Fall: 11-24. Version 3.2 March 20115 Ā© Marc Sniukas
6.
Mintzbergās 10 Schools Ā§ļ§āÆ
Being unsatisfied with the strategy discussion, Henry Mintzberg, professor at McGill University Canda, set out to structure the literature and thinking on strategy. He discovered 10 different schools of thought on strategy, arguing that every one of them describes a specific part of strategy. Ā§ļ§āÆ Just like the blind men describe the elephantā¦. Version 3.2 March 2011Ā© Marc Sniukas6
7.
Mintzbergās 10 Schools Prescriptive Ā§ļ§āÆ
Design Ā§ļ§āÆ Planning Ā§ļ§āÆ Positioning Descriptive Ā§ļ§āÆ Configuration Ā§ļ§āÆ Cognitive Ā§ļ§āÆ Cultural Ā§ļ§āÆ Entrepreneurial Ā§ļ§āÆ Environmental Ā§ļ§āÆ Learning Ā§ļ§āÆ Power 7 Ā© Marc Sniukas Version 3.2 March 2011
8.
Mintzbergās 10 Schools
: The 3 Prescriptive ones Design School Ā§ļ§āÆ Strategy as a process of conception Ā§ļ§āÆ Goal = Achieving the essential fit between āāÆ internal strengths & weaknesses and āāÆ external opportunities & threats Ā§ļ§āÆ '70s Version 3.2 March 2011Ā© Marc Sniukas8
9.
Mintzbergās 10 Schools
: The 3 Prescriptive ones Planning School Ā§ļ§āÆ Strategy as a formal process Ā§ļ§āÆ Takes on most of the design schools assumptions Ā§ļ§āÆ Process: Formal, Decomposable, Steps Ā§ļ§āÆ Supported by checklists and formal techniques Ā§ļ§āÆ Igor Ansoff Ā§ļ§āÆ mid '70s Version 3.2 March 2011Ā© Marc Sniukas9
10.
Mintzbergās 10 Schools
: The 3 Prescriptive ones PositioningSchool Ā§ļ§āÆ Strategy as an analytical process Ā§ļ§āÆ Generic positions selected through formalized analyses of industry situations Ā§ļ§āÆ Michael Porter Ā§ļ§āÆ '80s Version 3.2 March 2011Ā© Marc Sniukas10
11.
Mintzbergās 10 Schools
: The 7 Descriptives ones Configuration School Ā§ļ§āÆ Strategy as a process of transformation Ā§ļ§āÆ Process varies according to company configuration Version 3.2 March 2011Ā© Marc Sniukas11
12.
Mintzbergās 10 Schools
: The 7 Descriptives ones Cognitive School Ā§ļ§āÆ Strategy as a mental process and creative interpretations Version 3.2 March 2011Ā© Marc Sniukas12
13.
Mintzbergās 10 Schools
: The 7 Descriptives ones Cultural School Ā§ļ§āÆ Strategy as a social process rooted in the companyās culture Ā§ļ§āÆ Focuses on common interest & integration Version 3.2 March 2011Ā© Marc Sniukas13
14.
Mintzbergās 10 Schools
: The 7 Descriptives ones Entrepreneurial School Ā§ļ§āÆ Strategy as a visionary process Ā§ļ§āÆ Intuition Ā§ļ§āÆ The leader is central Version 3.2 March 2011Ā© Marc Sniukas14
15.
Mintzbergās 10 Schools
: The 7 Descriptives ones Environmental School Ā§ļ§āÆ Strategy as a reactive process Ā§ļ§āÆ Influenced by the demands of the environment Version 3.2 March 2011Ā© Marc Sniukas15
16.
Mintzbergās 10 Schools
: The 7 Descriptives ones Learning School Ā§ļ§āÆ Strategy as an emergent process Ā§ļ§āÆ Organisational Learning Ā§ļ§āÆ Formulation & implementation interwine Version 3.2 March 2011Ā© Marc Sniukas16
17.
Mintzbergās 10 Schools
: The 7 Descriptives ones Power School Ā§ļ§āÆ Strategy as a process of negotiation Ā§ļ§āÆ Micro vs Macro, i.e. company vs individual interests Ā§ļ§āÆ Political Ā§ļ§āÆ Focuses on personal interest Version 3.2 March 2011Ā© Marc Sniukas17
18.
Dimensions of Strategy Process,
Content, Context Version 3.2 March 201118 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
19.
Strategy Process Version 3.2
March 201119 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
20.
Strategy Formation Version 3.2
March 201120 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
21.
Realized Strategy Strategy Formation
Activities Version 3.2 March 201121 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
22.
Strategy Content Version 3.2
March 201122 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
23.
Strategy Context Version 3.2
March 201123 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
24.
Strategic Tensions Version 3.2
March 201124 Ā© Marc Sniukas Dimension Topic Tension āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
25.
Setting Strategy A great
strategy has pieces, ā¦but they form a coherent whole! Version 3.2 March 201125 Ā© Marc Sniukas
26.
āAre you sure
you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 Putting strategy in its place Strategic Analysis Ā§ļ§āÆIndustry Analysis Ā§ļ§āÆCustomer/marketplace trends Ā§ļ§āÆCustomer activity cycle Ā§ļ§āÆEnvironment forecast Ā§ļ§āÆCompetitor analysis Ā§ļ§āÆAssessment of internal strengths, weaknesses, resources, culture Ā§ļ§āÆStakeholders Mission Ā§ļ§āÆFundamental purpose Ā§ļ§āÆValues Ā§ļ§āÆVision Objectives Ā§ļ§āÆSpecific targets, short & long term Strategy! The central integrated, externally oriented concept of how we will achieve our objectives Supporting Organizational Arrangements Ā§ļ§āÆStructure Ā§ļ§āÆProcess Ā§ļ§āÆSymbols Ā§ļ§āÆRewards Ā§ļ§āÆPeople Ā§ļ§āÆActivities Ā§ļ§āÆFunctional policies Itās not about the sequence. The robustness of the whole is key ! Version 3.2 March 201126 Ā© Marc Sniukas
27.
The five major
elements of strategy Arenas Staging Differentiators VehiclesEconomic Logic Version 3.2 March 201127 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
28.
The five major
elements of strategy Economic Logic Arenas Staging Differentiators Vehicles Where will we be active? How will we get there? How will we win in the market place? What will be our speed and sequence of moves? How will we obtain our returns? Version 3.2 March 201128 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
29.
The five major
elements of strategy Strategy is an integrated set of choices. Ā§ļ§āÆ Arenas Where will we be active? Ā§ļ§āÆ Vehicles How will we get there? Ā§ļ§āÆ Differentiators How will we win in the market place? Ā§ļ§āÆ Staging What will be our speed and sequence of moves? Ā§ļ§āÆ Economic Logic How will we obtain our returns? Version 3.2 March 201129 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
30.
The five major
elements of strategy Arenas: Where will we be active? Ā§ļ§āÆ With how much emphasis ? Ā§ļ§āÆ Which product categories ? Ā§ļ§āÆ Which market segments ? Ā§ļ§āÆ Which geographic areas ? Ā§ļ§āÆ Which core technologies ? Ā§ļ§āÆ Which value-creating stages ? Version 3.2 March 201130 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 1
31.
The five major
elements of strategy Vehicles: How will we get there? Ā§ļ§āÆ The means for attaining the needed presence in the identified arenas Ā§ļ§āÆ Internal development ? Ā§ļ§āÆ Joint ventures / alliances ? Ā§ļ§āÆ Licensing / franchising ? Ā§ļ§āÆ Acquisitions ? Ā§ļ§āÆ Which channels ? Version 3.2 March 201131 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 2
32.
The five major
elements of strategy Differentiators: How will we win? Ā§ļ§āÆ The reasons that customers will choose us Ā§ļ§āÆ Image ? Ā§ļ§āÆ Customization ? Ā§ļ§āÆ Price ? Ā§ļ§āÆ Styling ? Ā§ļ§āÆ Product reliability ? Ā§ļ§āÆ Anything else ? Version 3.2 March 201132 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 3
33.
The five major
elements of strategy Staging: What will be our speed & sequence of moves? Ā§ļ§āÆ Driven by availability of resources, urgency, need for credibility and need for early wins Ā§ļ§āÆ Speed of expansion ? Ā§ļ§āÆ Sequence of initiatives ? Version 3.2 March 201133 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 4
34.
The five major
elements of strategy Economic Logic: How will we obtain our returns? Ā§ļ§āÆ How profits will be generated, above the firmās cost of capital. Ā§ļ§āÆ Lowest costs through scale advantages ? Ā§ļ§āÆ Lowest costs through scope and replication advantages ? Ā§ļ§āÆ Premium prices due to unmatchable service ? Ā§ļ§āÆ Premium prices due to proprietary features ? Version 3.2 March 201134 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 5
35.
The five major
elements of strategy Economic Logic: How will we obtain our returns? Ā§ļ§āÆ What generates cash ? Ā§ļ§āÆ What decides your margins ? Ā§ļ§āÆ What generates market share growth ? Ā§ļ§āÆ How fast do sales turn into cash ? Ā§ļ§āÆ What numbers / ratios tell us weāre successful ? Ā§ļ§āÆ What are our underlying core capabilities ? Version 3.2 March 201135 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 5
36.
Testing the Quality
of Your Strategy Version 3.2 March 201136 Ā© Marc Sniukas
37.
Some key evaluation
criteria Does your strategy fit within whatās going on in the environment? Does your strategy exploit your key resources & capabilities? Is your strategy implementable? Do you have enough resources to pursue this strategy? Are the elements of your strategy internally consistent? Will your envisioned differentiation be sustainable? Version 3.2 March 201137 Ā© Marc Sniukas
38.
Some key evaluation
criteria Ā§ļ§āÆ Does your strategy exploit your key resources & capabilities? With your particular mix of resources, does this strategy give you a good head start on competitors? Can you pursue this strategy more economically than competitors? Ā§ļ§āÆ Will your envisioned differentiation be sustainable? Will competitors have difficulty matching you? If not, does your strategy explicitly include a ceaseless regimen of innovation & opportunity creation? Ā§ļ§āÆ Are the elements of your strategy internally consistent? Have you made choices of arenas, vehicles, differentiators, and staging, and economic logic? Do they all fit and mutually reinforce each other? Ā§ļ§āÆ Is your strategy implementable? Will your key constituencies allow you to pursue this strategy? Can your organization make it through the transition? Are you & your management team able & willing to lead the changes? Ā§ļ§āÆ Do you have enough resources to pursue this strategy? Do you have the money, managerial time & talent, & other capabilities to do all you envision? Are you sure youāre not spreading your resources too thinly, only to be left with a collection of feeble positions? Version 3.2 March 201138 Ā© Marc Sniukas
39.
Putting strategy in
its place Strategic Analysis Ā§ļ§āÆIndustry Analysis Ā§ļ§āÆCustomer/marketplace trends Ā§ļ§āÆCustomer activity cycle Ā§ļ§āÆEnvironment forecast Ā§ļ§āÆCompetitor analysis Ā§ļ§āÆAssessment of internal strengths, weaknesses, resources, culture Mission Ā§ļ§āÆFundamental purpose Ā§ļ§āÆValues Ā§ļ§āÆVision Objectives Ā§ļ§āÆSpecific targets, short & long term Strategy! The central integrated, externally oriented concept of how we will achieve our objectives Supporting Organizational Arrangements Ā§ļ§āÆStructure Ā§ļ§āÆProcess Ā§ļ§āÆSymbols Ā§ļ§āÆRewards Ā§ļ§āÆPeople Ā§ļ§āÆActivities Ā§ļ§āÆFunctional policies Version 3.2 March 201139 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
40.
What drives competition
in the industry? Porterās Five Forces Suppliers Potential Entrants Buyers Substitutes The Industry Threat of new entrants Bargaining power of customers / buyers The threat of substitue products Bargaining power of suppliers Competition within the industry An industry = the group of companies producing products fulfilling the same customer needs. Version 3.2 March 201140 Ā© Marc Sniukas
41.
What drives competition
in the industry? Porterās Five Forces Version 3.2 March 201141 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
42.
Anything else? Version 3.2
March 201142 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
43.
Letās move from
the industry to the business! Suppliers Potential Entrants Buyers Substitutes The Industry Version 3.2 March 201143 Ā© Marc Sniukas
44.
Industries, Markets and
Businesses Version 3.2 March 201144 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
45.
Business System, Model
& the value chain Ā§ļ§āÆ A business system is the chain of activities through which a product is developed, produced and delivered to its end-customers. Ā§ļ§āÆ A business model describes the way a company has selected to exploit its capabilities, relative to the industry characteristics. Ā§ļ§āÆ The value chain is the chain of activities through which a product is developed, produced and delivered to it end-customers, when done by one company. Adapted from Prof. Xavier Gilbert & Jim Pulcrano, IMD Version 3.2 March 201145 Ā© Marc Sniukas
46.
Whatās your business
model? Version 3.2 March 201146 Ā© Marc Sniukas
47.
The Business Model:
9 Building Blocks Ā§ļ§āÆ Whatās your value proposition? Ā§ļ§āÆ Who are your customers? Which customer segments do you serve? Ā§ļ§āÆ Whatās your relationship to your customers? Ā§ļ§āÆ How do you reach your customers? Which channels do you use? Ā§ļ§āÆ What key resources does your company possess? Ā§ļ§āÆ What key activities does your company perform? Ā§ļ§āÆ How are your key partners? Ā§ļ§āÆ Where does the money come from? Revenue streams? Ā§ļ§āÆ What does it cost? Cost structure? Version 3.2 March 2011Ā© Marc Sniukas47 Adapted from Alexander Osterwalder www.alexosterwalder.com
48.
Analyzing your companyās value
chain Version 3.2 March 201148 Ā© Marc Sniukas
49.
The Activity System Value
Chain Ā§ļ§āÆ An activity system is an integrated set of value creation processes leading to the supply of product and/ or service offerings. This activity system is frequently referred to as the value chain. (Porter, 1985) Version 3.2 March 201149 Ā© Marc Sniukas āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
50.
The Activity System Primary
and Support Activities Primary Activities Inbound Logistics Operations Outbound Logistics Marketing & Sales Service Procurement Technology Development HRM Firm Infrastructure Support Activities Activities associated with receiving, storing, and disseminating inputs Activities associated with transforming inputs into final products Collecting, storing, and physically distributing products/ services to buyers Providing a means by which buyers can purchase the product Providing service to enhance or maintain the value of products Purchasing of inputs to facilitate all other activities The improvement of technologies throughout the firm Activities associated with the management of personnel All general activities that support the entire value chain Version 3.2 March 201150 Ā© Marc Sniukas Following āStrategy: Process, Content, Contextā 3rd edition De Wit & Meyer Thomson Learning 2004
51.
Implementing Strategies What matters
most to Strategy Execution Building a Strategy-Focused-Organization The Balanced Scorecard Strategy Maps Version 3.2 March 201151 Ā© Marc Sniukas
52.
Putting strategy in
its place Strategic Analysis Ā§ļ§āÆIndustry Analysis Ā§ļ§āÆCustomer/marketplace trends Ā§ļ§āÆCustomer activity cycle Ā§ļ§āÆEnvironment forecast Ā§ļ§āÆCompetitor analysis Ā§ļ§āÆAssessment of internal strengths, weaknesses, resources, culture Mission Ā§ļ§āÆFundamental purpose Ā§ļ§āÆValues Ā§ļ§āÆVision Objectives Ā§ļ§āÆSpecific targets, short & long term Strategy! The central integrated, externally oriented concept of how we will achieve our objectives Supporting Organizational Arrangements Ā§ļ§āÆStructure Ā§ļ§āÆProcesses Ā§ļ§āÆSymbols Ā§ļ§āÆRewards Ā§ļ§āÆPeople Ā§ļ§āÆActivities Ā§ļ§āÆFunctional policies Version 3.2 March 201152 Ā© Marc Sniukas āAre you sure you have a strategy?ā Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
53.
What matters most
to Strategy Execution? Information Decision Ā Rights Motivators Structure Version 3.2 March 2011Ā© Marc Sniukas53 āThe Secrets to Successful Strategy Execution.ā Gary L. Neilson, Karla L. Martin, and Elizabeth Powers. Harvard Business Review June 2008
54.
What matters most
to Strategy Execution? Ranking 1.āÆ Everyone has a good idea of the decisions and actions for which he or she is responsible. 2.āÆ Important information about the competitive environment gets to headquarters quickly. 3.āÆ Once made, decisions are rarely second-guessed. 4.āÆ Information ļ¬ows freely across organizational boundaries. 5.āÆ Field and line employees usually have the information they need to understand the bottom-line impact of their day-to-day choices. 6.āÆ Line managers have access to the metrics they need to measure the key drivers of their business. 7.āÆ Managers up the line get involved in operating decisions. 8.āÆ Conļ¬icting messages are rarely sent to the market. 9.āÆ The individual performance-appraisal process differentiates among high, adequate, and low performers. 10.āÆ The ability to deliver on performance commitments strongly inļ¬uences career advancement and compensation. 11.āÆ It is more accurate to describe the culture of this organization as āpersuade and cajoleā than ācommand and control.ā 12.āÆ The primary role of corporate staff here is to support the business units rather than to audit them. 13.āÆ Promotions can be lateral moves (from one position to another on the same level in the hierarchy). 14.āÆ Fast-track employees here can expect promotions more frequently than every three years. 15.āÆ On average, middle managers here have ļ¬ve or more direct reports. 16.āÆ If the firm has a bad year, but a particular division has a good year, the division head would still get a bonus. 17.āÆ Besides pay, many other things motivate individuals to do a good job. Version 3.2 March 2011Ā© Marc Sniukas54 āThe Secrets to Successful Strategy Execution.ā Gary L. Neilson, Karla L. Martin, and Elizabeth Powers. Harvard Business Review June 2008
55.
Aligning & Focusing
Resources on Strategy Business Units Executive Team Information Technology Balanced Scorecard Human Resources Budget & Capital Investments Strategy Adapted from āThe Strategy-Focused-Organizationā Robert Kaplan and David Norton Harvard Business School Press 2001 Version 3.2 March 201155 Ā© Marc Sniukas
56.
The Principles of
a Strategy-Focused-Organization Balanced Scorecard Strategy Mobilize Change through Executive Leadership Mobilization Governance Process Strategic Management System Make Strategy a Continual Process Linking Budgets and Strategies Analytics and Information Systems Strategic Learning Translate the Strategy to Operational Terms Strategy Maps Balanced Scorecard Align the Organization to Strategy Corporate Roles Business Unit Synergies Shared Service Synergies Make Strategy Everyoneās Everyday Job Strategic Awareness Personal Scorecards Balanced Paychecks Version 3.2 March 201156 Ā© Marc Sniukas Adapted from āThe Strategy-Focused-Organizationā Robert Kaplan and David Norton Harvard Business School Press 2001
57.
Learning & Growth Perspective Internal Perspective Customer Perspective Financial Perspective Organizational Capital Information
Capital Human Capital Operations Management -āÆSupply -āÆProduction -āÆDistribution -āÆRisk Mgmt Customer Management -āÆSelection -āÆAcquisition -āÆRetention -āÆGrowth Innovation -āÆOpportunity ID -āÆR&D Portfolio -āÆDesign/Develop -āÆLaunch Regulatory & Social -āÆEnvironment -āÆSafety & Health -āÆEmployment -āÆCommunity Customer Value Proposition Price Quality Availability SelectionFunctionality BrandPartnershipService Product / Service Attributes Relationship Image Culture Leadership Alignment Teamwork Long-Term Value Expand Revenue Opportunities Enhance Ā Customer Ā Value Ā Increase Asset Utilization Improve Cost Structure Productivity Strategy Growth Strategy Version 3.2 March 201157 Ā© Marc Sniukas
58.
Financial Perspective Long Term Shareholder
Value Productivity Strategy Improve Cost Structure Increase Asset Utilization Expand Revenue Opportunities Growth Strategy Ā§ļ§āÆ Reduce cash expenses Ā§ļ§āÆ Eliminate defects Ā§ļ§āÆ Improve yields Ā§ļ§āÆ Manage capacity from existing assets Ā§ļ§āÆ Make incremental investments to eliminate bottlenecks Ā§ļ§āÆ New sources of revenue Ā§ļ§āÆ New products Ā§ļ§āÆ New markets Ā§ļ§āÆ New partners The strategy for growth, profitability, and risk viewed from the perspective of the shareholder. Enhance Customer Value Ā§ļ§āÆ Improve profitability Ā§ļ§āÆ Expand relationship with existing customers Version 3.2 March 201158 Ā© Marc Sniukas
59.
Customer Perspective Price Quality Availability Selection Functionality Brand Partnership Service Product /
Service Attributes Relationship Image Customer Value Proposition The strategy for creating value and differentiation from the perspective of the customer. Version 3.2 March 201159 Ā© Marc Sniukas
60.
Customer Perspective Price Quality Availability Selection Functionality Brand Partnership Service Product /
Service Attributes Relationship Image Operational Excellence Strategy Differentiator General Requirement Quality & selection in key categories with unbeatable prices. āSmart Shopperā Version 3.2 March 201160 Ā© Marc Sniukas
61.
Customer Perspective Price Quality Availability Selection Functionality Brand Partnership Service Product /
Service Attributes Relationship Image Customer Intimacy Strategy Differentiator General Requirement Personal service tailored to produce results for customers and build long-term relationship. āTrusted Brandā Version 3.2 March 201161 Ā© Marc Sniukas
62.
Customer Perspective Version 3.2
March 2011 Price Ā Quality Ā Availability Ā Selec9on Ā Func9onality Ā Brand Ā Partnership Ā Service Ā Product Ā / Ā Service Ā A/ributes Ā Rela5onship Ā Image Ā Product Ā Leadership Ā Strategy Ā Diļ¬eren(ator Ā General Ā Requirement Ā Unique Ā products Ā and Ā services Ā that Ā āpush Ā the Ā envelopeā. Ā āThe Ā Best Ā Productā Ā 62 Ā© Marc Sniukas
63.
Internal Perspective The strategic
priorities for various business processes, which create customer and shareholder satisfaction. Operations Management Processes Customer Management Processes Innovation Processes Regulatory & Social Processes Processes that produce & deliver products & services. Processes that enhance customer value. Processes that create new products & services. Processes that improve communities & the environment. ā¢āÆSupply Chain Mgmt ā¢āÆOperations Efficiency cost reduction, quality & cycle time improvements ā¢āÆCapacity Mgmt ā¢āÆProduction ā¢āÆDistribution ā¢āÆRisk Mgmt ā¢āÆSelection ā¢āÆAcquisition ā¢āÆRetention ā¢āÆGrowth ā¢āÆSolution Development ā¢āÆCustomer Service ā¢āÆRelationship Mgmt ā¢āÆAdvisory Services ā¢āÆInvention ā¢āÆProduct Development / Design ā¢āÆSpeed to Market / Launch ā¢āÆJoint Ventures / Partnerships ā¢āÆOpportunity ID ā¢āÆR&D Portfolio ā¢āÆEnvironment ā¢āÆSafety & Health ā¢āÆEmployment practices ā¢āÆCommunity ā¢āÆSocial āAchieve Operational Excellenceā āIncrease Customer Valueā āBuild the Franchiseā āBe a Good Corporate Citizenā Version 3.2 March 201163 Ā© Marc Sniukas
64.
Strategic Internal Processes Internal
Process Strategy Operations Management Processes Customer Management Processes Innovation Processes Operational Excellence Ā§ļ§āÆ Supply Chain Mgmt Ā§ļ§āÆ Operations Efficiency Ā§ļ§āÆ Capacity Mgmt Meet basic requirements Meet basic requirements Customer Intimacy Meet basic requirements Ā§ļ§āÆ Solution Development Ā§ļ§āÆ Customer Service Ā§ļ§āÆ Relationship Mgmt Ā§ļ§āÆ Advisory Services Meet basic requirements Product Leadership Meet basic requirements Meet basic requirements Ā§ļ§āÆ Invention Ā§ļ§āÆ Product Development Ā§ļ§āÆ Exploitation Version 3.2 March 201164 Ā© Marc Sniukas
65.
Operations Management Strategies for
Achieving Operational Excellence Supply Production Distribution Risk Mgmt Ā§ļ§āÆ Develop supplier relations Ā§ļ§āÆ Lower cost of ownership Ā§ļ§āÆ Just-in-Time delivery Ā§ļ§āÆ High-quality supply Ā§ļ§āÆ New ideas from suppliers Ā§ļ§āÆ Supplier partnerships Ā§ļ§āÆ Outsource mature nonstrategic services Ā§ļ§āÆ Improve inventory management Ā§ļ§āÆ Lower cost of production Ā§ļ§āÆ Continous process & quality improvements Ā§ļ§āÆ Process cycle time Ā§ļ§āÆ Fixed asset utilization Ā§ļ§āÆ Improve hardware performance Ā§ļ§āÆ Working capital efficiency Ā§ļ§āÆ Reduction of asset downtime Ā§ļ§āÆ Create flexible infrastructure Ā§ļ§āÆ Simplify where possible Ā§ļ§āÆ Lower cost to serve Ā§ļ§āÆ Responsive delivery time Ā§ļ§āÆ On spec; on Time Ā§ļ§āÆ Enhance quality Ā§ļ§āÆ Improve inventory management Ā§ļ§āÆ Financial risk / high credit rating Ā§ļ§āÆ Operating risk Ā§ļ§āÆ Technology risk Ā§ļ§āÆ Elimination of environmental, safety, & health-threathening incidents Improve Ā Cash Ā Flow Ā Version 3.2 March 201165 Ā© Marc Sniukas
66.
Customer Management Strategies for
Increasing Customer Value Selection Acquisition Retention Growth Ā§ļ§āÆ Understand segments & needs Ā§ļ§āÆ Capture knowledge about customers Ā§ļ§āÆ Screen unprofitable customers Ā§ļ§āÆ Target high-value customers Ā§ļ§āÆ Strategic accounts Ā§ļ§āÆ Manage the brand Ā§ļ§āÆ Communicate value proposition Ā§ļ§āÆ Customize mass marketing Ā§ļ§āÆ Acquire/convert leads Ā§ļ§āÆ Develop dealer network Ā§ļ§āÆ Premium customer service Ā§ļ§āÆ āsole sourceā partnerships Ā§ļ§āÆ Service excellence Ā§ļ§āÆ Lifetime customers Ā§ļ§āÆ Expand, deepen, or redefine relationships with existing customers Ā§ļ§āÆ Become trusted advisor & consultant Ā§ļ§āÆ Cross-selling Ā§ļ§āÆ Solution selling Ā§ļ§āÆ Partnering/ integrated management Ā§ļ§āÆ Customer education Ā§ļ§āÆ Integrate with the customerās value chain to deliver solutions Version 3.2 March 201166 Ā© Marc Sniukas
67.
Customer Management Strategies for
Increasing Customer Value Ā§ļ§āÆ Empower front-line employees with information they need Ā§ļ§āÆ Ensure that everyone knows the customer Ā§ļ§āÆ Make company knowledge available to customers Ā§ļ§āÆ Strategic Account Management Ā§ļ§āÆ Increase customer loyalty Ā§ļ§āÆ Optimize packaging Ā§ļ§āÆ Redesign order fullfillment Ā§ļ§āÆ Streamline customer interactions Ā§ļ§āÆ CRM / integrated mgmt system Ā§ļ§āÆ Identify, upgrade, or exit unprofitable accounts Ā§ļ§āÆ Grow & retain high-value customers (HVCs) Ā§ļ§āÆ Provide premium services to retain HVCs Ā§ļ§āÆ Broaden the relationship with HVCs Ā§ļ§āÆ Excel at customer interaction Ā§ļ§āÆ Best-in-class franchise / distribution teams Version 3.2 March 201167 Ā© Marc Sniukas
68.
Innovation Management Strategies for
Building the Franchise Identify Opportunities R&D portfolio mgmt Design & Development Launch Ā§ļ§āÆ Anticipate customer needs Ā§ļ§āÆ Identifiy new opportunities Ā§ļ§āÆ Ensure that ideas flow Ā§ļ§āÆ Choose & manage mix of projects Ā§ļ§āÆ Extend products to new applications Ā§ļ§āÆ collaborate Ā§ļ§āÆ Manage products through development stages Ā§ļ§āÆ Reduce development cycle time Ā§ļ§āÆ Reduce development costs Ā§ļ§āÆ Reuse what other parts of the company have already learned Ā§ļ§āÆ Ramp-up time Ā§ļ§āÆ Production cost, quality, cycle time Ā§ļ§āÆ Achieve initial sales goals Ā§ļ§āÆ Reduce time to market Version 3.2 March 201168 Ā© Marc Sniukas
69.
Regulatory & Social Strategies
for Being a Good Corporate Citizen Environment Safety & Health Employment Community Ā§ļ§āÆ Energy & resource consumption Ā§ļ§āÆ Water & air emissions Ā§ļ§āÆ Solid waste disposal Ā§ļ§āÆ Product environmental impact Ā§ļ§āÆ Environmental incidents Ā§ļ§āÆ Safety incidents Ā§ļ§āÆ Health Ā§ļ§āÆ Diversity Ā§ļ§āÆ Employ the unemployable Ā§ļ§āÆ Community programs Ā§ļ§āÆ Aliances with nonprofits Ā§ļ§āÆ Manage relationships with external, legitimizing stakeholders Ā§ļ§āÆ Maintain public support Version 3.2 March 201169 Ā© Marc Sniukas
70.
Learning & Growth
Perspective The priorities to create a climate that supports organizational change, innovation, and growth. Organizational CapitalHuman Capital Information Capital+ + Ā§ļ§āÆ Skills Ā§ļ§āÆ Knowledge Ā§ļ§āÆ Training Ā§ļ§āÆ Functional Excellence Ā§ļ§āÆ Leadership skills Ā§ļ§āÆ Integrated view of the company among employees Ā§ļ§āÆ Best practice sharing Ā§ļ§āÆ Systems Ā§ļ§āÆ Databases Ā§ļ§āÆ Networks Ā§ļ§āÆ Infrastructure Ā§ļ§āÆ Applications Ā§ļ§āÆ New technology that encourages & aids process improvements Ā§ļ§āÆ Culture Ā§ļ§āÆ Leadership Ā§ļ§āÆ Aligment of personal goals w/ BSC / Strategy Ā§ļ§āÆ Teamwork Ā§ļ§āÆ Awareness Ā§ļ§āÆ understanding of strategy Ā§ļ§āÆ Readiness Ā§ļ§āÆ Motivation Ā§ļ§āÆ morale & satisfaction Ā§ļ§āÆ employee feedback Version 3.2 March 201170 Ā© Marc Sniukas
71.
The Balanced Scorecard Vision & Strategy Financials Processes Learning, Innovation &
Growth Customers Long term Internal Short termāIf we succeed, how do we look to our shareholders?ā External āTo achieve our vision, how must we look to our customers?ā āTo satisfy our customers, which processes must we excel?ā āTo achieve the strategy, how must the organization learn?ā Version 3.2 March 201171 Ā© Marc Sniukas
72.
Strategy Map Balanced
Scorecard Action Plan Perspective Objectives Measurement Target Initiative Budget Financial Profitability ROCE 25% ā¬ XXX Customer Attract & retain more customers # repeat customers # customers 70% +12% Implement CRM Quality Mgmt ā¬ XXX ā¬ XXX Internal Asset Utilization Inventory Turnover 4x Inventory Mgmt ā¬ XXX Learning & Growth Develop the necessary skills Develop the support system Strategic job readiness Info system availability Y1-70% Y3-90% Y5-100 % 100% Staff training ā¬ XXX ā¬ XXX Strategy Maps & the Balanced Scorecard Version 3.2 March 201172 Ā© Marc Sniukas
73.
Want more? Version 3.2
March 2011Ā© Marc Sniukas73
74.
www.sniukas.com Version 3.2 March
2011Ā© Marc Sniukas74
75.
Download this presentation as
PowerPoint file. Visit: www.e-junkie.com/sniukas Version 3.2 March 2011Ā© Marc Sniukas75 ā¬ 2.99
76.
A presentation by
Marc Sniukas www.sniukas.com Version 3.2 March 2011Ā© Marc Sniukas76 Marc is a partner at Doujak Corporate Development, a boutique consulting company partnering with leadership teams and their organizations to drive growth through strategic innovation and organizational transformation. Learn more at www.doujak.eu
Editor's Notes
Use these for the manual & give them a form which holds all the possible choices, which they can pick from. OMV Strategy & Finance February 2007