knowledge and strategy - cii
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Knowledge and Strategy: Using Capabilities to Earn the Right to Win—and Grow
Thomas A. Stewart
Mumbai: March 8, 2013
Booz & Company
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Do you have what it takes to make your company a growth machine?
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1. The state of competition: extreme
2. The state of strategy: confused
3. Earning the right to win
NASA Goddard
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For most companies, competition is intensifying for all of Porter’s five forces
Su
pp
lie
rs
Global race for
raw materials
Suppliers
moving up to
become rivals
Supply-chain
transparency
New entrants
Substitutes
Low cost
global rivals
Rivalry
Regulatory and
other barriers
continue to fall
Consolidation
provides little relief
Trading down
New media vs. old media
Cu
sto
me
rs
Customers’
wallets are flat
“Super-
empowered”
customers know
more than ever
Radical new
business models
“The Internet
changes
everything”
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Speed heightens competitive pressure
Product innovation
Customer expectations
Communications
Capital
Speed to scale
Industry structure
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The competitive landscape has become broader and more complex
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Hot industries cool
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TOP QUARTILE
Q 3
Q 4
Q 2
8%
25%
50%
17%
Industries in the top
TSR Quartile 1991-2001 Where they ended up
2001-2011
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Traditional organizations are ill-equipped for this 24 / 7 / 365 world
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Plus, in a funky economic environment, companies struggle to cope simultaneously with cost and growth
vs.
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1. The state of competition: extreme
2. The state of strategy: confused
3. Earning the right to win
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Executives, pulled in too many directions, say strategies are not clearly defined or likely to succeed
64%
33%
48%
21%
Percentage of executives who believe
their strategy will
lead to success
their capabilities fully
support their strategy
their company has a right
to win in all its markets
they have too many
conflicting priorities
Source: Booz & Company “Coherence Profiler” survey, 2011
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Take innovation: Of the companies that spend the most on R&D, 20% report having NO innovation strategy …
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19.7%10.3%
19.7%27.2%
100%
Market Readers
72.8%
Tech Drivers
80.3%
Need seekers
89.7%
Overall
80.3%
Innovation Strategy present We do not have a clear innovation strategy
Presence of Innovation Strategy by Strategy Model
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Innovation Strategy and Cultural Alignment Matrix(C)
Alignment of Business Strategy to Innovation Strategy(A)
Cu
ltu
ral
Su
pp
ort
fo
r In
no
vati
on
Str
ate
gy
(B)
H
L
Note: (A) Q.5. For your company, how closely aligned are the 4 dimensions above with your overall business strategy? (B) Q.8 How well does your company culture support your innovation strategy? (C) Concordance categories were created by combining Q.5 and Q.8. “Low alignment = respondents having responses below 4 in both the questions Q.5 and Q.8”, “Innovation alignment only = respondents having responses above 3
for Q.5 but below 4 for Q.8”, “Cultural alignment only = respondents having responses below 4 for Q.5 but above 3 for Q.8” and “High alignment = respondents having responses above 3 for both Q.5 and Q.8”
… and over half report inadequate strategic alignment and cultural support for their innovation strategies
9%
20% 27%
44%
L H
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Only a small percentage of companies is fully ready to grow—in terms of strategy, capabilities, and organization
Strategically
Adrift
Distracted
Capability
Constrained
Organizationally
Hampered
Ready For
Growth
Strategy and priorities are not clear, or are not broadly understood
There is little clarity on what capabilities are key to winning
Predominantly reacting to external events or competitors moves
Not in control of their future; susceptible to being cornered / outflanked
Strategy is somewhat clear but not uniformly understood or interpreted across the organization
Capabilities, products and markets are not well prioritized – too many priorities compete for limited resources
Some differentiating capabilities are moderately robust – however functional objectives are not consciously aligned to strategy, and oscillate between cost-minimization and performance maximization focus
Strategy is clear, but “right-to-win” capabilities are not best-in-class
Disproportionate time and resources are spent on “non-core” activities
Excessive spend in non-core functions often crowds out investment in differentiating capabilities
Cost-cutting initiatives are episodic and follow the “peanut-butter” approach
Strategy is clear and capabilities are well developed, but the organization poses a risk to continued success
Critical investment decisions and execution of key initiatives are encumbered by ineffective governance
The right kind of talent is not available in the right quantities
Strategic agility is compromised on account of misalignment of stakeholder influence, interests or incentives
Strategic capabilities are well understood and well developed
Resources are spent on initiatives with the highest strategic and financial return
Organization has the right structure and talent to efficiently make and execute decisions
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1. The state of competition: extreme
2. The state of strategy: confused
3. Earning the right to win:
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Strategy in a single slide
Evolution of Strategy
Source: The Right to Win, by Cesare Mainardi and Art Kleiner, published in strategy+business (issue 61)
Differentiation
Execution
Centralized Decentralized
Adaptation Act quickly and creatively in response to events (organizational warning)
Position Exploit the high ground: create and hold a distinctive position
(market-back strategy)
Concentration Focus on your current
core business (private equity)
Execution Align people and processes for operational excellence (the quality movement)
W. Edwards Deming Out of the Crisis
1986
Henry Mintzberg The Rise and Fall of Strategic Planning
1994
Chris Zook Profit from the Core
2001
Gary Hamel & C.K. Prahalad
Competing for the Future 1994
Tom Peters & Robert Waterman
In Search of Excellence 1982
Michael Hammer & James Champy
Reengineering the Corporation 1993
Ram Charan & Larry Bossidy
Execution 2002
William Abernathy & Robert Hayes
“Managing Our way to Economic Decline”
1980
Michael Porter Competitive Strategy
1980
Bruce Henderson Essays 1966 Kenneth Andrews
The Concept of Corporate Strategy
1971
W. Chan Kim & Renée Mauborgne Blue Ocean Strategy
2005
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With so many available strategy frameworks, why do companies still struggle with sustained value creation?
Future
Present
Emergent Directive
First and foremost,
DIFFERENTIATE First and foremost,
CHANGE
First and foremost,
STICK WITH WHAT
YOU KNOW
First and foremost,
EXECUTE
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The essential strategic choice is about the identity of a company... not these second-order debates
From struggling with push-me,
pull-me tensions …
Strategic thinking often centers on tensions
between long term vs. short term, and
many vs. few
Leaders tend to "yin and yang" between
these tensions over time in a point/counter-
point fashion
The inescapable truth is that (a) advantage
is transient but (b) companies are sticky
There is no “winner” between these
tensions, only a resolution of them at a
higher level
To seeking the answers to three sets
of questions
Positioning questions: – How are we going to create value for our
customers? – How do we position ourselves vis a vis
competitors? – Where will we play and where not?
Resource questions: – What intellectual, financial, tangible, and
tangible capabilities and assets can or should we deploy?
– Do we build, buy, or rent them? – Which matter most?
Market questions: – What do we sell, and to whom? – What’s our portfolio of offerings--what
business lines, what products, what services?
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In this view, strategy is about coherence—who we are—not about where we want to go
The Power Of Coherence
Essential
Advantage
A coherent
company strikes
a balance where
the right product
and service
portfolio naturally
thrives within a
capabilities
system
consciously
chosen and
implemented to
support a
deliberate way to
play
HOW WILL WE
CREATE VALUE FOR
OUR CUSTOMERS?
WHAT MUST WE DO
WELL TO DELIVER
THAT VALUE
PROPOSTION?
WHAT ARE WE
GOING TO SELL TO
WHOM?
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At the heart of value creation is a small set of mutually reinforcing capabilities
Example: The Apple Capabilities System
Design and develop
own operating
systems, hardware,
application software,
and services
Focus on superior ease-
of-use, seamless
integration, and
innovative industrial
design
Build and host a robust
platform for third-party digital
content and applications
Way to Play The Company is committed to bringing the best user experience to its customers through
innovative hardware, software, peripherals, services, and Internet offerings
Support a community for development of
complementary third-party software,
hardware, and content
Provide high-quality
sales and post-sales
support experience.
Deliver continual
investment in research
and development
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Coherence Continuum Less
Coherent
More
Coherent
Coherence …
Financial Coherence and Relevant Scale
Familiar “Good”
Portfolio assembled for
financial compatibility
Businesses linked by
capabilities or common assets
Industry or market based know-how and management
practices presumed
similar
Strong brands or other
performance characteristics
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…pays
32%
EBIT Margin
2003-2007
28%
24%
20%
16%
12%
Capabilities Coherence Score
80 60 40 20 100 0
P&G
8%
Nestle
Campbell’s
ConAgra
General Mills
Kraft
Unilever
PepsiCo
Clorox
Sara Lee
Heinz
Kimberly Clark
Wrigley’s
The Coca Cola Company
4%
Sources: Booz & Company; Capital IQ, Bloomberg, 2007 NVES Survey
Degree to which a company leverages a common set of capabilities across its different businesses
Size of bubble: Revenue
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ALIGNMENT
EFFICIENCY
INVESTMENT FOCUS
EFFECTIVENESS
Why the Coherence Premium works
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Funding Engine
Growth Culture
Organic Growth
Inorganic Growth
STRATEGIC COHERENCE
A Growth Machine Needs Intelligent Direction, Four-Wheel Drive—and Fuel
Aligned Organization