Enterprise Strategy

By: Vadim Kotelnikov

Founder, Ten3 Business e-Coach Inspiration and Innovation Unlimited!

 

 

"Effective managers live in the present – but concentrate on the future." ~ James L. Hayes

 

 

Strategic Intent Opportunity-driven Business Development Corporate Strategy Vision Mission Goals Business Strategies Discovering Opportunities Pursuing Opportunities Ten3 Business e-Coach (full version) 1000ventures.com 3 Hierarchical Levels of Corporate Strategy Dynamic Corporate Strategy Strategy Pyramid vs. Strategy Stretch: Vision, Strategic Intent, Mission, Strategic Achievement

 

Choosing Between the Strategy-driven and the Opportunity-driven Business Development6

Use strategy approach

Use opportunity approach

Known environment

Unknown / new environment

Stable environment

Unstable, rapidly changing environment

Building on existing competences, products, and/or markets

Building on new competences, products, and/or markets

Business consolidation

Business expansion

Need stability and certainty

Need change; accept uncertainty

Competitive Strategies

Survival Strategies

Market Leadership Strategies

Building resources

Building distinctive capabilities

... More

5 Strategic Questions

You Should Ask to Understand Where Your Business Is Going

By: Jack Welch

  • In the last three years, what have your competitors done?... More

Strategies of Market Leaders

Visionary Growth Strategies

  • Vision and Stretch

  • Competitive and Marketing Strategies

  • Best Practices... More

Hierarchical Levels of Strategy Enterprise Strategy Business Strategy Enterprise Strategy ENTERPRISE STRATEGIES / CORPORATE STRATEGIES: 3 Levels

Three Levels of Strategy5

  1. Corporate Strategy – What business should you be in? Looks at the whole range of business opportunities

  2. Business Strategy – Battle plans, tactics used to fight the competition in the industry that your company currently participates in (see Competitive Strategies and  Competitive War Games)

  3. Functional Strategy – Operational methods and value adding activities that you choose for your business (venture strategies, technology strategies, diversification strategies, marketing strategies, differentiation strategies, etc.)

4 Entrepreneurial Strategies

By: Peter Drucker

  • Being "the Fastest and the Mostest" the "greatest gamble", aiming from the beginning at permanent leadership... More

Systemic Innovation

7 Interwoven Areas

  1. Business Innovation

  2. Organizational Innovation

  3. Strategy Innovation... More

Strategic Innovation

7 Dimensions

  • A Managed Innovation Process – combining non-traditional and traditional approaches to business strategy... More

Four Perspectives that Need to be Balanced to Achieve the Organizational Strategy

  1. The customer perspective

  2. The learning and growth perspective

  3. The internal process perspective

  4. The financial perspective

Strategic Achievement Customer Satisfaction Innovation Management Business Process Management (BPM) Ten3 Business e-Coach: why, what, and how 1000ventures.com Balanced Approach to Business Systems Cash Flow Analysis

Inspirational Business Plan

Successful Innovation

Operational Plan: "We don’t have a traditional strategy process, planning process like you’d find in traditional technical companies. It allows Google to innovate very, very quickly, which I think is a real strength of the company." – Eric Schmidt... More

Creating Competitive Disruption

7 Strategies

  • Develop the ability to surprise

  • Develop ability to move quickly... More

Role of Enterprise Strategy

Successful companies are those that focus their efforts strategically. Strategy should be a stretch exercise, not a fit exercise.

 

To meet and exceed customer satisfaction, the business team needs to follow an overall organizational strategy. A successful strategy adds value for the targeted customers over the long run by consistently meeting their needs better than the competition does.

Strategy is the way in which a company orients itself towards the market in which it operates and towards the other companies in the marketplace against which it competes. It is a plan an organization formulates to gain a sustainable advantage over the competition.

Competitive Strategies: 2 Types

The central strategic issue: why different companies, facing the same environment, perform differently.

Strategy answers the following questions:

  • what are the sources of the company's sustainable competitive advantage?

  • how a company will position itself against competition in the market over the long run to secure a sustainable competitive advantage?

  • what are the key strategic priorities?

Strategy is an agreed-on guide to action that should lead business to success in the marketplace by satisfying customer needs better than the competition does. Strategy formulation is the major task for the company entrepreneur and CEO, but it is the task of middle managers and project managers to carry this strategy out and turn it into results.

2 Business Growth Strategies

Strategic Leadership

As a strategic leader your prime responsibility is to ensure that your organization is going in the right direction. To be able to identify the right strategy and pursue it to the desired result, you need to master two important functions: strategic thinking and strategic planning.

3Ss of Winning in Business

Ten Major Schools of Strategic Management

Ten deeply embedded, though quite narrow, concepts typically dominate current thinking on strategy. These range from the early Design and Planning schools to the more recent Learning, Cultural and Environmental Schools8... More

New Approaches to Strategy Formulation

The currently dominant view of strategy is the resource-based theory. Traditional strategy models, such as Michael Porter's five forces model, focus on the company's external competitive environment. Most of them do not attempt to look inside the company. In contrast, the resource-based perspective highlights the need for a fit between the external market context in which a company operates and its internal capabilities. According to this view, a company's competitive advantage derives from its ability to assemble and exploit an appropriate combination of resources. Sustainable competitive advantage is achieved by continuously developing existing and creating new resources and capabilities in response to rapidly changing market conditions.

 

In relation to the 10 traditional approaches, today, strategy formulation should also be a combination of them  - judgmental designing, intuitive visioning, and emergent learning; it should be about transformation as well as perpetuation; it has to involve individual cognition and social interaction, co-operative as well as conflictive; it must include analyzing before and programming after as well as negotiating during; and all of this must be in response to what can be a demanding environment.8

Blue Ocean vs. Red Ocean Strategy

Blue Ocean Strategy: 6 Principles

Blue ocean strategy is about revolutionary value innovation.

The six principles drive the successful formulation and execution of Blue Ocean Strategy. These principles attenuate the six risks... More

Balanced Organization: 5 Basic Elements

Empowered Employees (Metal):

Building Your Competitive Advantage

Sustainable competitive advantage is the prolonged benefit of implementing some unique value-creating strategy based on unique combination of internal organizational resources and capabilities that cannot be replicated by competitors... More

SWOT Analysis: Questions To Answer

  • What is your strongest business asset?

  • What unique resources do you have?

  • What do you offer that makes you stand out from the rest?... More

Your Strategic Intent

Strategic intent is a high-level statement of the means by which your organization will achieve its vision. It is a core component of your dynamic strategy. Strategic intent cannot be planned all in advance. It must evolve on the basis of experience during its implementation... More

Market Leadership Strategies

The market leader is dominant in its industry and has substantial market share. If you want to lead the market, you must be the industry leader in developing new business models and new products or services. You must be on the cutting edge of new technologies and innovative business processes. Your customer value proposition must offer a superior solution to a customers' problem, and your product must be well differentiated... More

 Case in Point  7-Part Competitive Strategy of Microsoft

 

Although Bill Gates, Founder of Microsoft, built his empire on technological products, his business mastery is even more important than his technical skills, and his competitive urge is a huge driving force.

The early success of Microsoft was founded on the company's 7-part competitive strategy... More

Your Innovation Strategy

The innovation portfolio provides visibility that allows your firm pace the introduction of new products and services.

You should balance the introduction of revolutionary products with incremental improvements in others so as to maintain a steady flow. By having a comprehensive view of your initiatives over time, you can avoid either overwhelming or underwhelming the marketplace... More

Assess Your Innovation Portfolio

Besides assessing each initiative individually for risk, investment, return, and timing, assess your total portfolio to ensure that you have the right initiatives in it:

  1. Stretch and strategic fit. How much does your portfolio push the industry frontiers, and how well does it fit with your business goals and strategy? ... More

 Case in Point  Silicon Valley Companies

Deciding If Your Innovation Portfolio Has Enough Stretch

Adapted from Relentless Growth, Christopher Meyer

  1. Balance between revolutionary and evolutionary initiatives. First, Silicon Valley companies assess the overall balance between revolutionary and evolutionary projects. The ultimate arbitrator of portfolio stretch if the innovation leaders’ judgment, experience, intuition, and luck... More

 Jokes  The Owl and the Field Mouse

A little field-mouse was lost in a dense wood, unable to find his way out. He came upon a wise old owl sitting in a tree. "Please help me, wise old owl, how can I get out of this wood?" said the field-mouse.

"Easy," said the owl, "Grow wings and fly out, as I do."

"But how can I grow wings?" asked the mouse.

The owl looked at him haughtily, sniffed disdainfully, and said, "Don't bother me with the details, I only advise on strategy."

 

 Discover much more in the

FULL VERSION of e-Coach

New Goals for Strategic Planning...

Strategy Management...

Changing Strategic Direction...

Practicing Balanced Approach to Achieve Strategy...

Strategic Management vs. Classic Managerial Functions...

Creating an Enterprise Strategy...

Two Interwoven Parts of the Strategic Achievement...

Does Your Organization Struggle with Maintaining Strategic Focus?...

Strategy Programming...

Brand Vision...

Strategy Innovation: Evolution of a Successful Strategy...

Dynamic Strategy as a Source of Sustainable Competitive Advantage...

Strategic Thinking...

Strategic Learning...

Developing Strategic Market Focus...

Implementing Strategy through Projects...

Strategy Map Development for a Start-Up Venture (sample)...

Formulation is Easy, it is Implementation that is the Problem...

Business Portfolio Analysis...

Milestone-based Thinking...

FutureStep – a New Strategic Management Process...

 

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References:

  1. "Guide to Management Ideas", Tim Hindle

  2. "Built to Last: Successful Habits of Visionary Companies", Collins, J. and Porras, J.,

  3. "The 10-day MBA", Steven Silbiger

  4. "Extreme Management", Mark Stevens

  5. "The 10-day MBA", Steven Silbiger

  6. "Tired of Strategic Planning?", The Times of India

  7. "Strategy and the Delusion of Grand Designs", John Kay

  8. "Strategy  Safari", Henry Mintzberg, Bruce Ahlstrand, and Joseph Lampel

  9. "The Challenge of Managing Knowledge", Laura Empson

  10.  "The 22 Immutable Laws of Marketing", Al Ries & Jack Trout.

  11. "What is Strategy?", Michael Porter

  12. "Strategic Achievement", Andrew Spanyi

  13. Changing Strategic Direction, Peter Skat-Rordam

  14. 3 Strategies of Market Leaders, Vadim Kotelnikov

  15. Dynamic Business Strategies, Vadim Kotelnikov

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