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    Vivit Ida Fitria
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    Here are potential responses to the questions: 1. If there is no clear direction from higher levels on strategy formulation, middle managers and operational staff should take the initiative to analyze the competitive environment and develop draft strategies. These drafts can then be socialized with senior leadership to gain buy-in and refinement. The lack of top-down guidance does not preclude grassroots strategy work. 2. Strategy can absolutely be implemented at the small unit or department level. These localized strategies should align with and support the overall corporate strategy. Granular strategies allow for strategic objectives to be achieved through coordinated actions across different parts of the organization. 3. There are several ways to measure strategy effectiveness including financial performance metrics, customer satisfaction indicators, market

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    Your Big Idea

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    Here are potential responses to the questions: 1. If there is no clear direction from higher levels on strategy formulation, middle managers and operational staff should take the initiative to analyze the competitive environment and develop draft strategies. These drafts can then be socialized with senior leadership to gain buy-in and refinement. The lack of top-down guidance does not preclude grassroots strategy work. 2. Strategy can absolutely be implemented at the small unit or department level. These localized strategies should align with and support the overall corporate strategy. Granular strategies allow for strategic objectives to be achieved through coordinated actions across different parts of the organization. 3. There are several ways to measure strategy effectiveness including financial performance metrics, customer satisfaction indicators, market

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    © All Rights Reserved
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    6 views7 pages

    Your Big Idea

    Uploaded by

    Vivit Ida Fitria
    Here are potential responses to the questions: 1. If there is no clear direction from higher levels on strategy formulation, middle managers and operational staff should take the initiative to analyze the competitive environment and develop draft strategies. These drafts can then be socialized with senior leadership to gain buy-in and refinement. The lack of top-down guidance does not preclude grassroots strategy work. 2. Strategy can absolutely be implemented at the small unit or department level. These localized strategies should align with and support the overall corporate strategy. Granular strategies allow for strategic objectives to be achieved through coordinated actions across different parts of the organization. 3. There are several ways to measure strategy effectiveness including financial performance metrics, customer satisfaction indicators, market

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 7

    Chapter 1

    What is Strategy?
    What is Strategy?
    Strategy is a set of goal-directed action a firm takes to gain and sustain
    superior performance relative to competitor.
    1. Strategic
    Management
    Strategic Management Integrates between:

    ➔ Analysis
    what’s new, unusual, or surprising.

    ➔ Formulation
    Give people a reason to care.

    ➔ Implementation
    Provide a simple unifying message for what
    is to come
    2. Elements of
    Competitive
    Good Strategy Challenges
    ➔ Diagnosis of Competitive
    Challenges
    Analysis of the firm’s internal and external
    factor

    ➔ Guiding Policy
    A guide as result of strategy formulation. Coherent Guiding
    ➔ Coherent Actions
    Actions Policy
    Action taken based on guiding policy
    Transient Advantage? Sustainable
    Competitive Competitive
    Advantage Advantage
    Outperforming Compertitors
    Superior performance
    or the industry average over
    relative to other competitors
    a prolonged period of time.
    in the same industry or the
    industry average.

    Competitive
    Competitive
    Disadvantage
    Parity
    Underperformance relative
    to other competitors in the Performance of two or more
    same industry or the firms at the same level.
    industry average.
    The AFI Strategy Framework
    Questions
    1. [Arya] Who should formulate strategy in a company? What to do if
    there is no direction from higher level?
    2. [Dani] Could strategy be implemented in small units or only in
    department level?
    3. [Mita] How to measure if the strategy in a company is effective? Who’s
    keeping track of it?
    4. [Naomi] How to make people think strategically?
    5. [Dadan] What if there is unplanned improvisation in corporate strategy
    that turns out to be a good idea?

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