InfluecingAndutingTheStrategyidManager

1、rrr11.please sign in and create a name tent.2.using post-it* noteswrite what stops groups from influencing, executing and monitoring sound strategy (one thought per post-it note)?*third-party trademarks are the property of their respective owners.rrr2mid-managerslmanage other managers and senior-lev

2、el individual contributorslhave a focus on their departments and functionslsupport processes and systemslbalance strategy with tactics (50/50%)luse smp (survey of management practices) and slp (survey of leadership practices)rrr3lbusiness literacylcoaching managersldecision makingldelegation and con

3、troll*influencing and executing the strategy*lleading from the middlelmanaging complexitylmanaging stakeholdersuincludes communicationrrr4after completing this class, you will be able to more quickly and easily:larticulate why strategy is important ldiscuss the role of mid-managers in strategylinflu

4、ence, execute and monitor the strategy using models and toolslcommunicate the appropriate level of strategiesldetermine how to engage people at all levels in determining how to execute to the strategylmaintain a proper balance between strategy and tacticsrrr5welcome to the influencing and executing

5、the strategy course for mid-managers!introductions: lnamelgrouplrolelyears with intelrrr6what stops groups from influencing, executing, and monitoring sound strategy?linstructor will collect and cluster these*third-party trademarks are the property of their respective owners.rrr7module 1: overviewmo

6、dule 2: influencing strategymodule 3: executing strategymodule 4: monitoring strategyday 1day 2rrr8visionstrategythe art of balancerrr915 min.lpurpose of this activityudetermine how vision relates to strategylbreak into four groups, staying with the people at your tablelround table discussion about

7、strategy versus visionldiscuss and record on a flip chartudoes the team believe you need both strategy and vision? ucan you have good strategy without a vision?udiscuss 2 examples of both strategy and vision (inside or outside of intel)5 min.1 min.15 min.rrr10ldoes the team believe you need both str

8、ategy and vision? lcan you have good strategy without a vision?ldiscuss 2 examples of both strategy and vision (inside or outside of intel)3 minper grouprrr11lvision tells youuwhere to gouhow you expect to get thereuwhy you can be successfullvision must be sufficiently focusedlpotential problems wit

9、h visionublurred visionutunnel visionushortsightednessrrr12lwithout vision, strategy will take you somewhere but you might not like the “somewhere” once you get thererrr13lprovide directionlensure organizational alignmentlreconcile constraints (trade offs)lestablish a unique positionrrr14product val

10、ue to buyersproduction and marketing costsproductivitytechnology & mgmt practicesdelivering greater value allows a company to increase asp (average sales price)greater efficiency results in lower unit costimprove opxrrr15loperational efficiency (or opx) is not a strategy or replacement of strate

11、gylopx is necessary but not sufficient!lboth elements are essential for superior performancewhat does opx mean to you?rrr16lopx means:udriving flawless execution to world-class standards umaking and meeting our commitments ubeing intolerant of mediocrity ucontinuously improving in everything we dorr

12、r17lopxudo similar things betterucontinually improve everywhereurelentlessly strive to achieve best practiceslstrategyudo different things, or the same things differentlyumaintain a unique positionumake clear trade- offsrrr18lthe essence of strategy is choosing to perform activities differently than

13、 rivals doustrategy rests on unique activitiesla sustainable strategic position requires trade-offslfit locks out imitators by creating a chain that is as strong as its strongest linksource: michael e. porter, “what is strategy?”, harvard business review (1996)at general managements core is strategy

14、: defining a companys position, making trade-offs, and forcing fit among activitiesrrr19la decision becomes strategic whenuyou have to make a consequential lasting choice that requires significant resources.lwhen does strategy become real?uwhen resources are committed to it. to be more specific, whe

15、n money/resources are dedicated and cannot easily be moved back.rrr20strategy becomes real when we make“a consequential choiceorfail to make a consequentialchoice.”dr. robert burgelmanstanford professorco-developed intels strategy and action course with andy groverrr21strategic dominanceutopiastrate

16、gic subordinancedependenceinfluencedependenceinfluenceinfluencedependencedependenceinfluencestrategicinter-dependencedependenceinfluencehighlowlowhighrrr22strategytacticsthe art of balancerrr23sequence critical events and detailstructure the unstructureddefines an execution path that aligns to the s

17、trategyarticulates a direction, priorities and boundary conditions“how to do it”“what to do”questionshorter termlonger termtime horizontacticalstrategicchallengeresultalign and execute to the set directionset directionpurposerrr24strategytacticsgreat work, but low impact on the bottom linechaosgreat

18、 plans, but no executionstrategytacticsstrategytacticstacticsstrategystrategytacticsshort-term and long-term winsstrategytacticsrrr25leadingmanagingthe art of balancerrr26management is“meeting objectives through the efforts of others”loften process orientedlindicator drivenlcontinuous improvementlre

19、source planning (people and budget)source: the booth company, survey of leadership practices + (slp+)rrr27source: the booth companymanagementtask cyclei. making goals clear and importantii. planning & problem solvingiii. facilitating the work of othersiv. providing feedbackv. exercising positive

20、 controlvi. reinforcing good performanceleadershiptask cyclei. establishing purposeii. laying the foundationiii. sustaining the effort(facilitation the plans)iv. feedbackv. monitoring and adjustingvi. reinforcingperformance strategic influence and execution require a stronger balance between managem

21、ent and leadershipstronger focus on executionstronger focus on strategic influence and translationrrr28leadership issource: the booth company, survey of leadership practices + (slp+)“the ability to visualize change and influence others to willingly participate in making it happen”rrr29lleadership sk

22、ills are key for both defining and executing strategylleaders provide insight and exhibit the skill to motivate others to follow themlsome key leadership attributes related to building successful strategy:ucourageuinsightuclearly define the problemustructure the unstructureduinitiate actions, often

23、unorthodox if i havent been explicitly told no, i can do it! versus if i havent been explicitly told yes, i cant do itfor more information on leadership, check out “leading from the middle”, the new iu course for mid-managers.rrr30senior managermiddle managerflmicsmiddle managerwhat are the overall

24、budget limitations?what is the vision and mission? where do we go? what is our scope?senior managerwhat are the programs / zbb line?what are the high-level budget allocations?what systems need to be in place to reduce redundancy?middle managerflmwhat specific projects and timelines will we commit to

25、?what are the top priorities for these projects?flmicswhat are the goals and objectives for this project?what are the top priorities for this project?icsrrr31lwhat strategic roles and responsibilities does the mid-manager play in the case study you read as pre-work?rrr32strategic monitoringstrategic

26、influence?should we?can we?strategicexecution?will we?how will we?are we?rrr33module 1: overviewmodule 2: influencing strategymodule 4: executing strategymodule 5: monitoring strategyrrr34are we?howwill we?will we?can we?should we?influencingstrategymonitoringstrategyactionplantakeactionevaluation&a

27、mp; resetcommu-nicategoalsettingstrategyformula-tiongapanalysisvalueanalysisstrategic visioningevaluation& resetrrr35influencingstrategymonitoring strategyactionplantakeactionevaluation& resetcommu-nicategoalsettingstrategyformula-tiongapanalysisevaluation& resetuwhat does the “landscape

28、” look like?uhow is it likely to shift?uwhere do i want to be positioned? uwhat do i need to have in place to be successful there?should we?strategic visioningvalueanalysisrrr36rrr37rrr38rrr39ltake advantage of market opportunitylcreate efficiencylraise productivitylcreate intellectual propertylenha

29、nce employee skill baseare there other things?rrr40lcompetitive position?lnew technology?lnew skill?linnovation?lclearly define what you will take advantage of, and how you will improve your position in the product-market domainlstructure the unstructuredrrr41lmost widely used tool by strategistslfo

30、rces simplification of the problemlclassification forces trade offs and choiceslarticulates movementuwhere are we? where do we want to go?uhighlights the danger of getting stuck in the middle or a stagnant growth arearrr42likely investment areaspotentialentrantsbuyersindustry competitorssupplierssub

31、stitutesend customersource: forces driving industry competitorsmichael porter, techniques for analyzing industries and competitors, new york: free press (1980), p. 4.complementorstechnological changeregulations/ standardsrrr43rrr44source: everett rogers, diffusion of innovations, new york: free pres

32、s, c1995, p. 11.rrr450%10%20%30%40%50%60%70%80%90%100%12345678910 11 1213 1415 16 1718 1920 21 2223 24 2526 2728 29 3031yearus household penetration rateces premier:1970: vcr1974: laserdisc player1981: camcorder1981: cd player1994: digital satellite1996: dvd1998: hdtv1999: pvrrrr461.relative advanta

33、ge- degree to which an innovation is perceived as better than the idea it supercedes2.compatibility- degree to which an innovation is perceived as being consistent with the existing values, norms, past experiences, and needs of potential adopters3.complexity- degree to which an innovation is perceiv

34、ed as being difficult to understand and use4.trialability- degree to which an innovation may be experimented with on a limited basis5.observability- degree to which the results of an innovation are visible to othersfrom 49-87% of the variance in rate of adoption is explained by these 5 attributes. (

35、rogers, 1983)rrr47lpurpose of this activityuuse the porter model we discussed to identify factors that influence strategylbreak into four groups, staying with the people at your tableldiscuss and record on a flip chartuuse the porter model to analyze market position for the hood river project case s

36、tudyuassess how you would manage product adoption of the living room pcube prepared to present to the class (3 minutes each)20 min.10 min.5 min.1 min.20 min.rrr48luse the porter model to analyze market position for the hood river project case studylassess how you would manage product adoption of the

37、 living room pc3 minper grouprrr49source: geoffrey moore crossing the chasm oxford, eng. : capstone publishing, 1999rrr50lthe early adopter is buying technology as a change agent; they expect:uto get a jump on the competitionua radical discontinuity between the old and the newuto have to champion ag

38、ainst resistanceuand are willing (and able), to deal with the inevitable bugs and glitcheslthe early majority want a productivity improvement; they expect:uminimal discontinuitiesuevolution not revolutionuto enhance not overthrow current ways of doing business & integrate appropriately with exis

39、ting technology baseuproduct to be complete and not buggy/glitchyrrr51rrr52source: strategic inflection pointsandrew grove only the paranoid survive, new york, ny : currency doubleday, 1996, between pp. 32-26.timeprofitable growthsiprecognize it here:nstrategic dissonancenforces/patternsndifficult t

40、o seebusinessgoes on to new heightsbusinessdeclinesrrr53strategic inflection points (sip)lwhat are some of the signs that you are approaching a sip?lhow can you use the sip model to influence your strategy?lwhat can you do if you anticipate an upcoming sip?rrr54source: the impact of sustaining and d

41、isruptive technological changedr. clayton christensen, the innovators dilemma, new york, ny : harperbusiness,cc2000, p. xix.timeproduct performanceperformance demand at the high end of the marketprogress due to sustaining technologiesperformance demand at the low end of the marketprogress due to sus

42、taining technologiesdisruptive technological innovationrrr55disruptive technologieslwhat are some of the things you can do to break through the standard way of doing things and disrupt technologies?lhow do you think disruptive technologies emerge? in a horizontal or vertical market structure?rrr56ls

43、tart smalllfind a receptive marketlinnovate along the relevant dimensionlplan for trial and errorlstay flexiblerrr5730 min.lpurpose of this activityuuse the models we discussed to articulate a strategy for success.lbreak into four groups, staying with the people at your tableldiscuss and record on a

44、 flip chartuin the case study, does disruption play a role here?uuse what you know about the chasm to assess product adoption challenges.uuse the models to articulate a strategy for success that you would have used if you were seigel in this case (include the earlier porter learning).ube prepared to

45、 present to the class (5 minutes each).10 min.5 min.1 min.30 min.rrr58lin the case study, does disruption play a role here?luse what you know about the chasm to assess product adoption challenges.lusing the models, articulate a strategy for success that you would have used if you were seigel in this

46、 case (include the earlier porter learning).5 minper grouprrr59lhow would you use the tools just discussed to define or influence action for your group?lwhat are some of the risks/drawbacks of using less rigorous methods?lhow might you use these models to influence senior management?rrr60lhow often

47、do you identify a range of possible business/marketplace environments?ldo you always have a contingency plan in place in case the market shifts?lwhat are your exit strategies?examplesscenario bstrong market demandstrong competitionscenario alow market demandlow competitionscenario chigh dependency o

48、n partners to meet market needs which scenario is the most likely? how are you going to plan for that most likely scenario? what are your contingency plans?rrr61monitoring strategyactionplantakeactionevaluation& resetcommu-nicategoalsettingstrategyformula-tionstrategic visioningevaluation& r

49、esetinfluencingstrategyuwhat competencies do i currently have?uwhat products and services do i offer? what value do i add to my customers? uhow is my organization structured?uwhat are the gaps and barriers?can we?valueanalysisgapanalysisrrr62rrr63lhow do the blue and green loops in burgelmans entrep

50、reneurial management model differ, and how are they similar?lwhat are some examples of intel blue and green businesses that align with intels csos? inducedstrategicbehaviorstructuralcontextconcept of corporate strategyautonomousstrategicbehaviorstrategiccontextsource: an evolutionary framework of th

51、e strategy-making process in established firms r.a. burgelman, “a model of the interaction of strategic behavior, corporate context, and the concept of strategy,” academy of management review 8 (1983): p. 65. rrr64inducedstrategicbehaviorstructuralcontextconcept of corporate strategyautonomousstrate

52、gicbehaviorstrategiccontexteesource: an evolutionary framework of the strategy-making process in established firms r.a. burgelman, “a model of the interaction of strategic behavior, corporate context, and the concept of strategy,” academy of management review 8 (1983): p. 65. top mgmt beliefs:compet

53、enciesproduct-market domainwhere we winwin morecore values of firmobjectives and goalscreate the relationship between green/bluerun under radarmap into companycreate linkagemao into bluefit with strategyleverages competenciesleverages positiontop drivenalignmentorg structureplanning and controlresou

54、rce allocationdos and the dontrewards and incentivesrrr65difficultypriority/neednot a problemnot a problemnot a problemdifficultypriority/needdifficultypriority/needpriority/needdifficultydifficultypriority/needhow are you going to solve this problem?difficultypriorityrrr66threatsopportunitiesstreng

55、thsweaknesses?what are your advantages?what do you do well?what is done badly?what are the interesting trends?what obstaclesdo you face?what can be improved?what should be avoided?what is yourcompetition doing?are certain factorsmoving in your favor?rrr67lculturelhistory/trendsleconomylpoliticslcorp

56、orate strategieslcurrent businesslcompetitionllabor marketslmany, many morerrr68lpurpose of this activityudetermine if you have the right skills and capabilities to execute the strategy.lbreak into four groups, staying with the people at your tableldiscuss and record on a flip chartudevelop a swot a

57、nalysis for the river hood projectudid intel have the right skills? and did intel have the right organization structure to succeed?uwhat would you have done differently?ube prepared to present to the class (5 minutes each).30 min.10 min.5 min.1 min.30 min.rrr69ldevelop a swot analysis for the river

58、hood projectldid intel have the right skills? and did intel have the right organization structure to succeed?lwhat would you have done differently?20 min.10 min.5 min.1 min.5 minper grouprrr70strategic monitoringstrategicinfluence!strategicexecution?will we?how will we?are we?should we?can we?rrr71m

59、odule 1: overviewmodule 2: influencing strategymodule 3: executing strategymodule 4: monitoring strategyrrr72executingstrategyactionplantakeactionevaluation& resetcommu-nicategapanalysisvalueanalysisstrategic visioningevaluation& resetinfluencingstrategyuwhat strategic time horizons will we

60、focus on?uwhat methods will we use for documenting the strategic direction and boundary conditions?uwhat are our goals and objectives?uhow will we lead the organization to execute the strategy?will we?strategyformula-tiongoalsettingrrr73rrr74group aicsicsicstechnologiesbkmsgroup bgroup cicsicsicstechnologiesbkmsicsicsicstechnologiesbkmsoutput