Modern Approaches to Strategic Management in the New Rapidly Changing Economy

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65 Half-page Executive Summaries +

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 Contents  

1. Strategic Management: Two Approaches

The Tree of Business (see the slide)

Corporate Vision

Three Hierarchical Levels of Strategy (see the slide)

Strategy Pyramid vs. Strategy Stretch (see the slide)

Choosing Between Strategy and Opportunity Approach

Strategic Programming Model for Stable Environment

FutureStep: Strategic Management for Adaptive Organizations

Business-level Strategies: Four Categories of Business Tactics (see the slide)

Strategy Programming vs. Strategy Innovation (see the slide)

2. Strategy Schools: An Overview

Correlation Between the Ten Dominant Strategy Schools (see the slide)

Positioning School: "The Art of War" by Sun Tzu

"The Art of War": Planning

Porter's Models

Resource-based Model (see the slide)

3. Environmental Analysis

Three-level Business Intelligence System

The Tao of Strategic Analysis

Lessons from Jack Welch: 5 Questions To Answer

Managing Business Evolution

Framework for Describing the Strategic Situation

Competitive Analysis

4. Strategy Formulation

Creating Sustainable Profit Growth: 9 Questions To Answer

Balancing Outside-In and Inside-Out Strategies

Strategic Intent (see the slide)

Discovering Strategic Opportunities (see the slide)

Organizing Rapid Opportunity Search (see the slide)

SWOT Analysis

Competitive Strategies: Survival vs. Market Leadership (see the slide)

Sustainable Competitive Advantage: The 5 Criteria

Sustainable Competitive Advantage: Resource-based View

Sustainable Competitive Advantage: A Synergy of Capabilities (see the slide)

Owning Your Competitive Advantage

Multifactor Business Portfolio Matrix 

Three Generic Business Strategies (see the slide)

Four Types of Marketing Warfare: The Strategic Square

Erecting Barriers To Entry

Differentiation Strategies (see the slide)

Strategic Brand Management

Corporate Continuous Innovation Strategies (see the slide)

Innovation Strategy: Road-mapping

Lessons from Silicon Valley Firms: Using Innovation Portfolio

Strategic Alliances

5. Strategy Implementation

Success Rates and Major Impeding Factors (see the slide)

Balanced Business Systems Approach (see the slide)

Lessons from Michael Dell: Mobilize Your People Around a Single Goal

Strategic Leadership (see the slide)

Lessons from Jack Welch: Articulate Your Vision

Lessons from Jack Welch: See Change as an Opportunity

Leading Change: 8-Step Process

Strategic Project Management (SPM) (see the slide)

Milestone-based Thinking

Performance Management: Balanced Scorecard

Leading-edge Three-tier Reporting Model

6. Strategic Achievement & Strategy Innovation

Lessons from Silicon Valley Firms: Dynamic Strategy Formulation

Fast Decision Making: Establishing Corporate Guiding Principles

Strategic Achievement (see the slide)

Lessons from Jack Welch: Stretch!

Launching a Crusade

Strategic Thinking

Strategic Organizational Learning

80/20 Strategic Thinking (see the slide)

Dynamic Planning

What is More Important: Plan or Planning?

The Four Steps of the Strategic Learning Process

Lessons from Jack Welch: Cultivate Leaders

Case in Point: Leadership Development at GE as a Strategic Task

 Sample Ten3 SMART Lesson (Slide + Executive Summary)

Instead of Introduction

For the vast majority of companies, having well-defined visions and mission statements changes nothing. The exercise of crafting them is a complete waste of time and talent if visions and mission statements are used for nothing but being published in the annual report and displayed in a reception area. To be able to energize employees to work towards corporate goals, visions and missions should be more than a sign on the wall. Executives and managers should live them, be seen living them, and constantly communicate them to their employees.

Vision

Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking.  It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.

Mission Statement

A mission statement is an organization's vision translated into written form. It makes concrete the leader's view of the direction and purpose of the organization. For many corporate leaders it is a vital element in any attempt to motivate employees and to give them a sense of priorities

Setting Goals

The major outcome of strategic road-mapping and strategic planning, after gathering all necessary information, is the setting of goals for the organization based on its vision and mission statement. A goal is a long-range aim for a specific period. It must be specific and realistic. Long-range goals set through strategic planning are translated into activities that will ensure reaching the goal through operational planning.

Strategic Intent

A strategic intent is a company's vision of what it wants to achieve in the long term. It must convey a significant stretch for your company, a sense of direction, discovery, and opportunity that can be communicated as worthwhile to all employees. It should not focus so much on today's problems but rather on tomorrow's opportunities.

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