Cornelis A. “Kees” de Kluyver Masatoshi Ito Professor of Management Peter F.

Drucker and Masatoshi Ito Graduate School of Management Claremont Graduate University Claremont CA 91711
de Kluyver - Strategy
1

de Kluyver - Strategy

2

de Kluyver - Strategy

3

de Kluyver - Strategy

4

de Kluyver - Strategy

5

Karl von Clausewitz (~1800)

de Kluyver - Strategy

6

Karl von Clausewitz (~1800)

de Kluyver - Strategy

7

Karl von Clausewitz (~1800)

de Kluyver - Strategy

8

Karl von Clausewitz (~1800) And Who Says Studying Strategy Isn’t Fun?

de Kluyver - Strategy

9

de Kluyver - Strategy

10

de Kluyver - Strategy

11

de Kluyver - Strategy

12

de Kluyver - Strategy

13

de Kluyver - Strategy

14

de Kluyver - Strategy

15

de Kluyver - Strategy

16

One Definition of Strategy….

de Kluyver - Strategy

17

Strategic Thinking Continues To Evolve
Different Approaches, Different Tools, Different Purposes

de Kluyver - Strategy

18

Porter’s Five Forces Model
Potential Entrants Threat of new entrants Bargaining power Of suppliers Suppliers
Industry Competitors

Rivalry Among Existing Firms

Buyers Bargaining power Of buyers

Threat of substitute Products or services Substitutes
19

de Kluyver - Strategy

The Concept of a Value Chain

de Kluyver - Strategy

20

Strategic Thinking Continues To Evolve
Different Approaches, Different Tools, Different Purposes

de Kluyver - Strategy

21

Strategy Maps and Balanced Scorecards

de Kluyver - Strategy

22

Strategic Thinking Continues To Evolve
Different Approaches, Different Tools, Different Purposes

de Kluyver - Strategy

23

Mintzberg: Not all strategy can be planned…

Senge: The Learning Organization
de Kluyver - Strategy
24

Strategic Thinking Continues to Evolve
Different Approaches, Different Tools, Different Purposes

de Kluyver - Strategy

25

Strategic Thinking Continues to Evolve
Different Approaches, Different Tools, Different Purposes

de Kluyver - Strategy

26

Strategic Thinking Continues to Evolve
Different Approaches, Different Tools, Different Purposes

de Kluyver - Strategy

27

Strategic Thinking Continues to Evolve
Different Approaches, Different Tools, Different Purposes
Strategy as finding uncontested market space

de Kluyver - Strategy

28

Strategic Thinking Continues to Evolve
Different Approaches, Different Tools, Different Purposes
Strategy as finding uncontested market space

de Kluyver - Strategy

29

Kim and Mauborgne……

de Kluyver - Strategy

30

Strategic Thinking Continues to Evolve
Different Approaches, Different Tools, Different Purposes

de Kluyver - Strategy

31

Strategic Thinking Continues to Evolve
Different Approaches, Different Tools, Different Purposes

de Kluyver - Strategy

32

What Do All These Approaches Have in Common?
1. Strategy involves Making Choices
 Deciding what to do and what NOT to do
   Which industries to participate in What products and services to offer How to allocate resources, add value

Positioning the company to create value for shareholders and other stakeholders by providing value to customers

2. Beyond Choosing: Towards forcing trade-offs and creating fit
  Dell’s manufacture-to-order system forced competitors to make trade-offs (Key to Differentiation) Google has created fit (Key to competitive advantage through Operational excellence)
de Kluyver - Strategy
33

What Do All These Approaches Have in Common?
3. Strategy Should Reflect “Strategic Intent” and Allow for “Stretch”
 Write the Rules Rather than Follow Someone Else’s
 Innovation  Core Competencies

4. Strategy Should Provide a Portfolio of Options
 Strategy not as a detailed, long-term plan  Strategy as Learning and continuous renewa

de Kluyver - Strategy

34

And...No Matter How Good the Strategy, Results Reflect the Ability to Execute

de Kluyver - Strategy

35

Questions? Thank you!

de Kluyver - Strategy

36

Acknowledgement

de Kluyver - Strategy

37

Sign up to vote on this title
UsefulNot useful