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MANAGEMENT
Sem.III
Section A
Class of 2017
Objective
Formulation and implementation are interactive The roles of formulation and implementation can
Strategic Formulation and Implementation
rather than sequential and discrete. be neatly divided.
Sees the planning process itself as a critical Focus is on the creation of the plan as the
Process and Outcome
value-adding element. ultimate objective.
5 stages of strategic management process
Goal Setting: Define Short and Long Term
Objective
Identify process to accomplish
objective
Analysis: Data gathering
Customize towards
the process for
accomplishment
operation of vision
Analysis of data as a sustainable entity
PESTEL / SWOT Analysis
Strategy Formulation: Critical analysis of data
Determination of resource gap to reach goals and
objective
Prioritize the issues to the importance of your
Strategy
objective Implementation: Critical assessment of organization structure
and strengths
Allocation of Role, Responsibility and
Accountability
Evaluation and Control: Secure resource
Casting and funding
performance plantoaligned
fulfil goals and and
to goals
objectives
objective
Performance measurement
Consistent review of internal and external issues and
Strategic Management vs. Operations
Management
Blue Ocean Current Red Ocean Current
Long Term Plan Short Term Plan aggregating to Long Term
Holistic View Internal View
Focus on Effectiveness and Agility Focus on Efficiency
Where the Organization Competes Hoe do we run our business; determining
(product, customer, geographic market) the role of the corporate centre, individual
business unit, division, and staffing
How it Chooses to Compete Establishing standards, procedures
Capture Value in the Market Defining and developing employee
capability
Establishing and monitoring KPI to
manage business and individual
performance
Levels of Strategy
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Class Contribution for Current News Analysis pertaining to Strategic
Management:
Lecture 2 17/06/17
Power Distance,
Individualism,
Uncertainty avoidance,
Masculinity,
Long Term Orientation, and
Indulgence vs. restraint
1. Organizational Purposes,
2. Stakeholder Mapping,
3. Communicating Organizational Purposes (Core Values
4. & Ideology, Vision, Mission, Objectives).
The Organization Purpose
Stakeholder Category
Interest
Role
CSR
Communicating Organizational Purpose
Objective
Vision
Mission
Value
Code of Business Ethics
Strategy Deployment
Strategic Capability and Strategy
Development
Strategic Capability:
Experience Curve
Strategic Capability
Core Competence
Competition View of Strategy Vs. Resource Based View (RBV)
Value Chain Analysis
Strategy Development
Multiple approaches
Implications
Intended,
Realized,
Emergent Strategy
Strategic Drift.
Lecture 5 Strategic Choices
Corporate-level Strategy:
Value Creation and the Corporate Parent-Portfolio Manager (Eg. BCG, GE Matrices),
Synergy Manager, Resource Allocator, Restructurer, Parental Developer.
Managing the Corporate portfolio BCG, GE Matrices.
Product/Market Diversity Related/Unrelated Diversity.
International StrategyMarket Selection and Entry.
Strategy Direction
The choices of products and markets available to an organization
Product International
Diversity Diversity
Value Creation
The Case of IKEA india business foray
Portfolio Managers, Synergy Managers and Parental
Developers Portfolio Managers Synergy Managers Parental Developers
Logic Agent for financial markets The achievement of Central competencies can
Value creation at SBU level synergistic benefits be used to create value in
Limited SBUs
Strategic Requirements Identifying and aquiring Sharing activities / SBUs not fulfilling their
undervalued assets resources or transfering potential(a parenting
Divesting low performing skills / competencies to opportunity)
SBUs quickly and good enhance competitive The parent has clear and
performers at a premium advantage of SBUs relevant resources or
Low level strategic role at Identification of appropriate capabilities to enhance SBU
SBU level bases for sharing or potential
transfering The portfolio is suited to
Identification of benefits parents expertise
which outweigh costs
2. The business unit is rated against relative 2. The business unit is rated against business
market share and industry growth rate strength and industry attractiveness
3. The matrix uses single measure to assess 3. The matrix used multiple measures to
growth and market share assess business strength and industry
attractiveness
4. The matrix uses two types of classification 4. The matrix uses three types of classification
i.e high and low i.e high/medium/low and strong/average/weak
Scope Decisions
Product International
Diversity Diversity
Value Creation
Product/Market Diversity : Related/Unrelated Diversity
Product Development
changing needs of customers
product lifecycle cost
developing core competency
development of new capabilities
change of emphasis amonmg customers
critical success factor
Strategy Development
Intended Strategy
Unrealised Strategy
Realised Strategy
Emergent Strategy
Intended Strategy Development
Strategy Consultants