01 introduction to strategic management 2014
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Strategic Management @ 2014
Wai chamornmarn
01 Introduction
Strategic Management @ 2014
Assessing the situation
Exploring the vision
Formulating challenges
Exploring ideas
Formulating solutions
Exploring acceptance
Formulating a plan
CREATIVE PROBLEM SOLVING PROCESS
CLARIFICATION
TRANSFORMATION
IMPLEMENTATION
Clarification Transformation Implementation
Step (1) Assessing the situation (2) Exploring the vision
(3) Formulating challenges (4) Exploring ideas
(5) Formulating solutions
(6) Exploring acceptance (7) Formulating a plan
Diverge Converge Diverge Converge Diverge Converge
Purpose To describe and identify relevant data and to
determine next process step
To develop a vision of a desired outcome
To identify the gaps that must be closed to achieve the desired
outcome
To generate novel ideas that address
importance challenges
To move from ideas to solutions
To increase the likelihood of success
To develop an implementation plan
Thinking Skill
Diagnostic Visionary Strategic Ideational Evaluative Contextual Tactical
Making a careful examination of a situation, describing the nature of the
problem, and making decisions about appropriate process steps to be taken
Articulating a vivid image of what you desire to create
Identifying the critical issues that must be
addressed and pathways needed to move toward the
desired future
Producing original mental images and thoughts that respond to important
challenges
Assessing the reasonableness and quality of ideas in order to develop
workable solutions
Understanding the interrelated conditions and circumstances that will
support or hinder success
Devising a plan that includes specific and measureable steps for
attaining a desired end and methods for monitoring
effectiveness
Affective Skills
Mindfulness Dreaming Sensing gaps Playfulness Avoiding premature
closure Sensitivity to environment Tolerance for risks
Attending to thoughts, feelings and sensations relative to the present
situation
To imagine as possible your desires and hopes
To become consciously aware of discrepancies between what currently exists and is desired or
required
Freely toying with ideas Resisting the urge to push for a decision
The degree to which people are aware of their physical
and psychological surroundings
Not allowing yourself to be shaken or unnerved by the possibility of failures or
setbacks
Key Words Picture, dream, look at,
forecast, contemplate, see, speculate, ponder, wonder
about
Clarify, untangle, explicate, define, decipher, clear up,
uncover, discern why
Come up with, invent, break through, originate,
innovate, hatch, fashion, think up,
Develop, elaborate, expand, evaluate, flesh out,
strengthen, refine, analyze, maximize, build on
Sell, convince, market, promote, leverage,
influence, persuade, pitch, position, introduce,
advocate,
Execute, implement, do, script, orchestrate, devise, plot, outline, organize,
rollout,
Tools • 5 W’s and an H • Why/why diagram • Hits • Highlighting
• Wishful thinking • Storyboarding • Success zones
• Statement starters • Webbing
• Brainstorming • Forced connections
• Criteria • Evaluation matrix • PPC°
• Assisters and resisters • Stakeholder analysis
• Generating actions steps • How-‐how diagram • Sequencing • Performance dashboard
Strategic Management @ 2014
Strategic Analysis
Agrifood Competitiveness analysis/FutureAnalysis
Energy StakeholderAnalysis,Business Ecosystem
Health Care & Phama Value &Value Net Analysis,Industry Analysis
Retailing Business model, Dynamic Capability
Banking Corporate Strategy, Competitive Strategy
Transportation Global Strategy And Strategic Alliance
Consumer And Digital Electronics Innovative Strategy
ICT Technology Strategy
Strategic Management @ 2014
Strategic Management @ 2014
See what the others don’t see
Strategic Management @ 2014
16 dots, ? lines ? triangles
Strategic Management @ 2014 1999.The McQuaig Group Inc. Alternatives p. 9
แนวความคิดของสามเหลี่ยม
Strategic Management @ 2014
Strategic Management @ 2014
Strategic Management @ 2014
Strategic Management @ 2014
If you is going to get A • เริ่มต้นวัน (class)แต่ละคนด้วยปัญหาการคิดและท้าทายซึ่งกันและกันด้วยปัญหา • นักเรียนแต่ละคนอาจมาด้วยวิธีที่แตกต่างกันในการแก้ปัญหาและคําตอบที่แตกต่างกัน • ค้นหาความหมาย, Seeking Logic, ค้นหาเหตุผล • หลีกเลี่ยงการมองหาคําตอบที่ง่าย • มีหลักฐานพิสูจน์ได้ • ใช้มุมมองที่แตกต่างกัน (แม้ว่าคุณจะไม่เห็นด้วยกับพวกเขา) • ยอมรับอาจจะมีมากกว่าหนึ่งคําตอบ "ที่ถูกต้อง" • คิดว่าทําไมถึงสร้างทางเลือกและตัดสินใจ
Strategic Management @ 2014
Strategic Management @ 2014
Strategic Management @ 2014
Strategic Management @ 2014
Multidimensional Thinking
Strategic Management @ 2014
Dialectical Thinking
• Yin and Yang are opposites, both of which could not exist without the other. The idea is that everywhere in nature opposites must coexist harmoniously.
•
Strategic Management @ 2014
Quantum Thinking
A or B Energy
Energy Energy
False Duality
Particle/Wave Point of
Observation
Multiple views of reality
All is energy in transition
Strategic Management @ 2014
• Chinese
Strategic Thinking
Strategic Management @ 2014
Strategic Management @ 2014
Strategic Management @ 2014
Strategic Management @ 2014
• Western
Strategic Thinking
Strategic Management @ 2014
Strategic Thinking
Strategic Management @ 2014
In their book Introduction to Strategy, Liedtka et. al say: • “in any analysis, it is important to be prepared to articulate your major
conclusions and provide evidence and analysis in support of them. You should be prepared to not only present your own analysis and conclusions, but also respectively challenge and extend the viewpoints of others … strategic analysis requires the honing of your skill in logic and argumentation.”
Strategic Management @ 2014
Strategic Management @ 2014
Strategic Thinking: Can it be Taught?
Strategic Management @ 2014
3. The concept of strategic thinking • 1.Strategic thinking is the integration of knowledge, imagination and will seen in different
perspective of time and space • 2.Strategic thinking is a holistic phenomenon incorporating the whole set of most
important development process • 3. Strategic thinking is a holistic phenomenon of long duration understanding the role of
continuation and even inertia of the historical experiences • 4.Strategic thinking is a holistic phenomenon trying to discover the turning points, which
are introducing deep and relatively rapid structural changes in the system of factors and driving forces, shaping the processes of global development
• 5. Strategic thinking is a holistic phenomenon incorporated into the domain of teleology – is a system of goals defining the character of the given prospective reality
• 6.Strategic thinking is a holistic phenomenon of the decision making domain – the domain of grand strategic choices
Strategic Management @ 2014
Strategic Questions
Good analysts will first ask “why?” rather than asking “how?”, and after seeing the results, will ask “so what?” rather than saying “interesting.”
Strategic Management @ 2014
The essence of strategy is synthesis rather than analysis
Strategic Management @ 2014
Strategic Management @ 2014
Top 25 Firms in 2013 1. Bain & Company 2. McKinsey & Company 3. The Boston Consulting Group, Inc. 4. Booz & Company 5. Deloitte Consulting LLP 6. Oliver Wyman 7. A.T. Kearney 8. PricewaterhouseCoopers LLP
(Consulting Practice) 9. Analysis Group, Inc. 10. Censeo Consulting Group 11. Monitor Group 12. L.E.K. Consulting 13. Point B
14. ZS Associates 15. Marakon 16. The Cambridge Group 17. Cornerstone Research 18. The Chartis Group 19. Accenture 20. Milliman, Inc. 21. NERA Economic Consulting 22. Alvarez & Marsal 23. Putnam Associates 24. West Monroe Partners 25. ClearView Healthcare Partners
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