Professional Documents
Culture Documents
11th edition
Text and Cases
Chapter 1
Introducing strategy
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Definitions of strategy
Sources: A.D. Chandler, Strategy and Structure: Chapters in the History of American Enterprise, MIT Press, 1963, p. 13; M.E. Porter, ‘What is strategy?’,
Harvard Business Review, November–December 1996, p. 60; P.F. Drucker, ‘The theory of business’, Harvard Business Review, September–October
1994, pp. 95–106; H. Mintzberg, Tracking Strategies: Towards a General Theory, Oxford University Press, 2007, p. 3.
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Slide 1.3
Strategic decisions
Source: From G. Johnson, K. Scholes and R. Whittington. Exploring Corporate Strategy, 8th edn, Pearson Education 2008.
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Purpose of strategy
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Purpose of strategy (cont.)
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Purpose of strategy (cont.)
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Purpose of strategy (cont.)
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The exploring strategy framework
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The exploring strategy framework
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Strategic position
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Strategic position
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Strategic position
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Strategic choices
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Strategic choices
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Strategic choices
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Strategy in action
Strategy in action is about how strategies are
formed and how they are implemented.
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Strategy in action
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Strategy in action
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Working with strategy
All managers are concerned with strategy:
• Top managers frequently formulate and control
strategy but may also involve others in the
process.
• Middle and lower level managers have to meet
strategic objectives and deal with constraints.
• All managers have to communicate strategy to
their teams and can contribute to the formation
of strategy through ideas and feedback.
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Working with strategy
Organisations may also use strategy specialists:
• Many large organisations have in-house strategic
planning or analyst roles.
• Strategy consultants can be engaged from
management consulting firms (e.g. Accenture,
IBM Consulting, PwC).
• There are a growing number of specialist
strategy consulting firms (e.g. McKinsey & Co.,
The Boston Consulting Group).
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Strategy’s three branches
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Strategy’s three branches
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