Professional Documents
Culture Documents
Strategic analysis
Strategic Analysis
3
Strategic Analysis -2
4
BCG Matrix
Market share High Low Growth rate
High
Low
Stars
Question marks
Cash cow
Dogs
Strategic choice
Strategic Choice
6
Governmental policies Perception of critical success factors and competencies Commitment to past actions Attitude to risk Internal policies
Strategic implementation
Interdependence of strategy formulation and implementation Knowing vs. Doing gap Organization culture mismatch
Implementation levers
Structure
Organizational structure
10
Functional
Based on value chain functions
Multi- divisional
Based on product or geography
Matrix
Specialist teams
Organization structure is relatively stable arrangement of responsibilities, tasks and people within the organization. Structure
Ensures control Coordinates the information, decisions and activities of the employees at all level
Network
Semi autonomous groups
Strategic leadership
11
Interpersonal
Decisional
Informational
12
13
Unclear responsibility
Working against organization power structure
14
Managing change
Structural
Achieving effectiveness
Functional implementation
Procedural implementation
Leadership
Operational implementation
Resource allocation
Behavioural
Structural implementation
15
Establish interrelationship
Structural
Formalization
Contextual
Environmental Goals Culture Size
Specialization
Hierarchy Centralization
Professionalism
Personnel ratios
Identify the claims the stakeholders are likely to make on the organization
Identify the stakeholder who are most important from the organization perspective
Strategic direction
Managing organization resource pool Sustaining and effective culture
Ethical practices
Establishing balanced controls
19
Coordination
Financial plan Source of funds Usage of funds Management of funds Accounting Risk management Cost control
Operation Production system Capacity Layout Operations planning and control Inventory Cost and quality Maintenance Research & development
Personnel System Planning Selection Compensation Organizational and employee characteristics Industrial relations
Information Acquisition and retention Processing and synthesis Retrieval and usage Transmission and dissemination
22
4 Ps of operational effectiveness
Productivity
Pace
Processes
People
23
Strategic evaluation
24
Strategic controls
25
Premise control
Generic
Crisis management
26
Internal analysis
Comparative analysis
Comprehensive analysis
27
Corporate governance
Corporate governance
28
Corporate governance is a system by Key which business corporations are considerations directed and controlled Concept of agents and A corporate governance structure principal specifies the distribution of rights and Conflicting responsibilities among different requirements of participants in the corporation such as executives board members, shareholders and spells out the rules and procedure for Solution is making decisions on corporate affairs the code of By doing this, it also provides the governance structure through which company objectives are set and means of attaining those objectives and monitoring performance are spelt out
Leadership
CEO and chairman of the board must be separated
Accountability
Assessment of companys position and prospects Risk management Auditor
Auditor independence
Corporate responsibility
Commitment
Board structure
Business policy
Corporate ethics
Executive compensation
32
Stock option
Restricted stock
Bonus
Executive compensation
Salary
33
Knowledge management
34
Tacit knowledge
Data
Information Knowledge
Learning organization is skilled at creating, acquiring and transferring knowledge and at modifying its behaviour to reflect new knowledge and insights
Attain
Protect
How to protect the knowledge ?
Deploy
Attaining knowledge
36
Individual capability
Knowledge sharing
Knowledge utilization
Double loop Organization s theories and assumption Reinforce the assumptions Single loop
New assumptions and theories
Observation of problem
Top managers are committed to the learning process People have strong understanding of the assumptions they make about the organization
Why it is needed
Not being recorded or documented People dont recognize the value Attrition Lack of use Too difficult or manage knowledge No architecture which encourages sharing
42
Tools
Protecting knowledge
43
Copyright
Patents
Design rights
45
Innovation management
46
Invention
Creativity
Innovation
Innovation implies that there is a steep change or discontinuity in normal pace of development within a industry. The changes may be seen in
Technology Product Process
Risk of innovation
47
Cost of development
Stages of innovation
48
Conception
Requirement analysis Idea generation Idea evaluation
Implementation
Development Prototyping Testing
Marketing
Production Launch Penetration
50
Corporate social responsibility (CSR) is the process by which businesses negotiate their role in society In the business world, ethics is the study of morally appropriate behaviors and decisions, examining what "should be done Although the two are linked in most firms, CSR activities are no guarantee of ethical behavior
CSR activities help organizations hire and retain the people they want CSR activities contribute to business performance
CSR continuum
53
Do what it takes to make a profit; skirt the law; fly below social radar
Philanthropy
give money or time or in kind to charity Integrative philanthropyselect beneficiaries aligned with company interests
Incorporate values to make it part of an articulated belief system Act worldwide on those values
Cause-related
The cultural context influences organizational ethics Top managers also influence ethics The combined influence of culture and top management influence organizational ethics and ethical behaviors
From domestic where ethics are shared To international where ethics are not shared when companies:
Make
assumptions that ethics are the same Ethical absolutismthey adapt to us Ethical relativismwe adapt to them
Growing sense that responsibility for righting social wrongs belongs to all organizations Growing business need for integrative mechanisms such as ethics
Ethics reduce operating uncertainties Voluntary guidelines avoid government impositions
Ethical conduct is needed in an increasingly interdependent worldeveryone in the same game Companies wish to avoid problems and/or be good public citizens
59
Global rules emerge from negotiations and will reflect values of the strong Global rules may be viewed as an end rather than a beginning Rules can depress innovation and creativity Rules are static but globalization is dynamic
61
THANK YOU