7S

Netmarks Philippines

Industry ICT Industry

Business - Value Added Reseller of
Information and Communications
Technology solutions and services.
Need fulfilled channel of distribution for
various information and communications
technology

Vision

Core Ideology
Core Purpose Help people succeed through
technology.
Core Values Excellence, People, Integrity,
Creativity, Sustainability
BHAG Democratize Sustainable Technologies
Vivid 2026

Industry
Industry ICT Industries/ Network SI /Value
Added Reseller of Information and
Communications Technology solutions and
services.
Need fulfilled channel of distribution for
various information and communications
technology

Company
Industry ICT Industries/ Network SI /Value
Added Reseller of Information and
Communications Technology solutions and
services.
Need fulfilled channel of distribution for
various information and communications
technology

1. Strategy

Propose Corporate Strategies

Describe Strategy (include Strengths that need to
be developed or weaknesses that have to be
overcome)
Re-state Objectives to be attained by the
proposed strategy

Basis for the Corporate Strategy

Value Chain: Netmarks PH

Value Chain: Netmarks PH

1. Strategy

STRATEGY
Set of actions a company plans in response to changes
in external environment e.g. moves of customers,
rivals,
How to respond to O & Ts);
Strategic shift: e.g. attacking a new market

The way a company chooses to improve its position

vis--vis competition
low-cost production or delivery (SCM),
or how to deliver better value to the customer,
achieve sales and service dominance.

How will we create unique value for our target

customer?

2. Structure

Structure follows strategy

A strategy of diversity forces a decentralized structure
A strategy of focus forces centralization

How to make the whole thing work?

How to focus on those dimensions important to
execute new strategy
Emphasis and coordination not just to divide the
tasks

What tasks to emphasize (or de-emphasize)

What structure will improve coordination to execute?

What should the organization look like to be able

to execute the new strategy?

3. Systems
All procedures that make the organization
go, day-by-day, year-by-year
E.g. Capital budgeting systems, training
systems
Systems mirror the state of the organization
to understand how a company really get
things done or doesnt, look at the system

4. Systems

SYSTEMS
All procedures that make the organization go, day-by-day, year-by-year
Capital budgeting systems, training systems
Systems mirror the state of the organization to understand how a company really get things done or doesnt, look at the system

SKILLS
What the company does best.
New-strategy-critical skills, capabilities;
Dominating attributes that a company has/ must have
Attack a new market (strategy shift)
Decentralize to let go of authority (structure shift)

To learn new corporate skills, weed out old skills, dismantle old structures, & break old systems needed to perform old skills.

STYLE

A leaders time is an immensely powerful change lever.

Pattern of action; people believe what leaders do, not what they say
Symbolic behavior board seats; fund allocation; cancellation of lower priorities; define fewer but more consistent strategic targets
Where leaders spend their limited time toward the strategy or not.
The way the management team comes across to the organization
.

STAFF
Focus on Management development (programs)

SUPERORDINATE GOALS
Another term is culture
Succinct shared values aligned to the new strategy;
Making meanings

Changes in strategy and structure often happen more quickly, on the surface. But the pace of real change is geared to all seven
Ss

5. Style

STYLE
A leaders time is an immensely powerful change lever.
Pattern of action; people believe what leaders do, not
what they say
Symbolic behavior board seats; fund allocation;
cancellation of lower priorities; define fewer but more
consistent strategic targets
Where leaders spend their limited time toward the
strategy or not.
The way the management team comes across to the
organization
.

6. SUPERORDINATE GOALS
Another term is culture
Succinct shared values aligned to the new
strategy;
Making meanings

7. Staf

Focus on Management development

(programs)

It is not only Strategy &

Structure.

Changes in
strategy and
structure often
happen more
quickly, but the
real pace of
change is geared
to all the seven
Ss, Waterman, Peters,
and Phillips.