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# 1: Outside-in vs. Inside-out.
# 2: Trying things out vs. Planning.
# 3: Creative thinking vs. Analytical thinking.
# 4: Creativity vs. Efficiency.
# 5: Continuous change vs. Revolutionary change.
# 6: Collaboration vs. Competition.
# 7: Inclusive / involving vs. Exclusive / isolating.
# 8: Company perspective vs. Business unit perspective.
# 9: Self management vs. Hierarchical management.
# 10: Shape markets vs. Adapt to markets.
# 11: Long term focus vs. Short term focus.
# 12: Globalization vs. Localization.
Strategy dilemma # 1
Every company claims to be customer-focused.
Why do you think so few are able to pull it off?
Companies get skills-focused instead of
Do all of innovations come from inside of the
firm, where we develop the new ideas
internally and execute them ourselves?
Or do we systems set up so that the ideas we
execute can come from anywhere, and some
of our own ideas end up being brought to
market by someone else?
slideshare.slideshare.net/frankcalberg/customer-needs http://www.net/frankcalberg/pestel http://www.scribd.com/doc/36349465/Capital .Further inspiration http://www.
Planning .Strategy dilemma # 2 Trying things out vs.
org/2010/04/column-why-businesses-dont-experiment/ar/1 .Experiments require short-term experiments require short-term losses for long-term gains losses for long-term gains. http://hbr.
.se/2011/11/15/unlearn-your-mba/.http://www.innovationmanagement. minute 11.
http://www. and to some extent still does. In this period management is likely to be relatively informal. Google began life using the discovery model.ft.html .The “discovery” model reflects what a company is like in its start-up phase.com/cms/s/0/6ce11196-35f3-11df-aa43-00144feabdc0. and even vague about how work should get done and to what end.
Many potential changes in your organizations can be subjected to a similar experiment: implement the change in some places. but not in others.When pharmaceutical companies conduct clinical trials to test the safety and efficacy of their drugs as part of the process for obtaining regulatory approval. and compare performance in the two groups to learn whether the change is effective. http://blogs. some patients receive the drug and others some standard existing treatment or a sugar pill (placebo).hbr. A comparison of the two sets of results tells us whether the drug improves patients’ symptoms and has side effects.org/2014/10/experiment-with-organizational-change-before-going-all-in/ .
Strategy dilemma # 3 Creative thinking vs. Analytical thinking .
Creative approach: From few to many possibilities .
Idea Idea Idea Smelling Thinking Idea Observing Hearing Idea Reading Communicating Idea Idea Idea .
be/e7pk8DOtsYw . what you imagine may be possible.be/txhBTi1STn8 http://youtu. http://youtu.The abductive logic is oriented towards the future. To innovate. stop using the 2 words ”prove it”.
Research by Marius Usher shows that when people made choices based only on instinct.hbr.html . http://blogs. they made the right call up to 90% of the time.org/hbr/nayar/2013/05/listening-to-your-inner-voice.
Analytic approach: From many to few possibilities .
Analysis Analysis Result Analysis Analysis Analysis .
com/blog/2012/06/15/balancing-intuition-with-analysis/ . what is the biggest challenge that you see organizations facing? Roger Martin It is the dominance of analytical thinking which holds that unless something can be proven by way of deductive or inductive logic. No new idea in the world has been proven before being tried. it is not worthy of consideration or investment. http://www.Question When it comes to innovation. So as long as analytical thinking is allowed to dominate. innovation is deeply and profoundly challenged.innovationexcellence.
be/e7pk8DOtsYw . Focus is on proving things. http://youtu.be/txhBTi1STn8 http://youtu.The inductive and deductive logic is based on the past experiences.
slideshare.net/frankcalberg/creativity-and-innovation-6546087 .Further inspiration http://www.slideshare.net/frankcalberg/creativity-exercises http://www.
Strategy dilemma # 4 Creativity vs. Efficiency .
org/2014/01/how-netflix-reinvented-hr/ar/1 . Creative firms thrive on increasing variation (innovation). Reed Hastings http://hbr.Industrial firms thrive on reducing variation (manufacturing errors).
Anticipate future customer needs. Impose process and structure.To be creative Think outside the box. Vijay & Trimble. . Allow freedom and flexibility. Avoid process and encourage unstructured interaction. Chris: 10 Rules for Strategic Innovators. p. Govindarajan. Meet current customer needs. 5. To be efficient Stick to your knitting. Demand accountability. Exploit what you know. Explore what you don’t know.
Revolutinary change .Strategy dilemma # 5 Continuous change vs.
than it did the day before. every day. say . companies do. (Japanese companies get a hundred times as many suggestions from their workers as U. and most of them come from ordinary workers.and not all of them work.Toyota implements a million new ideas a year.S.making parts on a shelf easier to reach. http://www. But cumulatively. Toyota knows a little more.com/talk/financial/2008/05/12/080512ta_talk_surowiecki .newyorker.) Most of these ideas are small . and does things a little better.
. ”Zen” = Good.”Kai” = Change.
Continuous change Revolutionary change Proactive Change Continous improvement Creative destruction Reactive Change Adapt / adjust Turn around .
competition .Strategy dilemma # 6 Collaboration vs.
http://www.mckinsey. The bank recognized that a segment of its customer base wanted access to peer-to-peer lending and acknowledged that it would be costly to build a world-class offering from scratch.Santander went into partnership with Funding Circle.com/insights/strategy/strategic_principles_for_competing_in_the_digital_age .
Sharing information and expertise is a great way to build trust with your competitors.hbr. http://blogs.org/2014/02/use-co-opetition-to-build-new-lines-of-revenue/ .
Strategy dilemma # 7 Inclusive / involving vs. Exclusive / isolating .
How should companies react to creative external people? .
Degree of positive attitude towards customer innovation http://www. Discourage Encourage Ignore what creative customers do with product / service.net/IanMcCarthy/when-customers-get-clever-managerial-approaches-to-dealing-with-creative-consumers .slideshare. Actively facilitate what creative people do with product / service. But don’t actively facilitate.Active Passive Resist Enable Actively restrain what creative customers do with product / service.
Benefit # 2 The second is building enthusiasm and alignment behind a company’s strategic direction.Executives at organizations that are experimenting with more participatory modes of strategy development cite two major benefits: Benefit # 1 Improving the quality of strategy by pulling in diverse and detailed frontline perspectives that are typically overlooked but can make the resulting plans more insightful and actionable.mckinseyquarterly.com/Strategy/Strategy_in_Practice/The_social_side_of_strategy_2965 . https://www.
slideshare.Further inspiration https://delicious.net/frankcalberg/rethinking-recruitment-8077077 .com/frankcalberg/crowdsourcing http://www.
Business unit perspective .Strategy dilemma # 8 Company perspective vs.
com/insights/strategy/strategic_principles_for_competing_in_the_digital_age .Wal-Mart stores established its digital business away from corporate headquarters to allow a new culture and new skills to grow.mckinsey. http://www.
they become more successful. When leaders look for ways to encourage cooperation and generate common goals.hbr.In the long run.html . internal competition causes every participant to lose. http://blogs.org/cs/2013/02/how_poor_leaders_become_good_l.
Hierarchical management .Strategy dilemma # 9 Self management vs.
Few participants Many participants Closed decision process Open decision process Use of crowdsourcing / social media .
slideshare.slideshare.net/frankcalberg/good-leadership .Further inspiration http://www.net/frankcalberg/3-ways-of-organizing http://www.
Strategy dilemma # 10 Shape markets vs. Adapt to markets .
mckinseyquarterly. https://www.com/Strategy/Strategic_Thinking/Making_the_most_of_uncertainty_1128 .Adapting is preferable when key sources of value creation are relatively stable or outside the company’s control.
when it faces very high levels of uncertainty about variables it can influence.com/Strategy/Strategic_Thinking/Making_the_most_of_uncertainty_1128 .To put things simply.mckinseyquarterly. https://www. shaping makes most sense.
and the relative positions of competitors are in flux. http://blogs.A shaping strategy is best in unpredictable environments that you have the power to change.org/cs/2012/09/know_which_strategy_style_is. a company can often radically shift the course of industry development through some innovative move.hbr. innovation rates are high.html . In new or young high-growth industries where barriers to entry are low. demand is very hard to predict.
org/cs/2012/09/know_which_strategy_style_is. and the strategy is most commonly implemented as a portfolio of experiments.A shaping strategy embraces short or continual planning cycles.hbr. Flexibility is paramount. http://blogs.html . little reliance is placed on elaborate prediction mechanisms.
Strategy dilemma # 11 Long term focus vs. Short term focus .
Short term Long term Dynamic Fire extinguishing Proactive Static Inactive .
net/frankcalberg/time-15259416 .slideshare.Further inspiration http://www.
Localization .Strategy dilemma # 12 Globalization vs.
slideshare.net/frankcalberg/globalization-and-localization .Further inspiration http://www.
. please feel welcome to visit http://frankcalberg. For further inspiration and personalized services.com Have a great day.Thank you for your interest.
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