Your SlideShare is downloading. ×
Pecha Kucha
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Pecha Kucha

413
views

Published on


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
413
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. FIT AND STRETCH STRATEGY Christina Brink Veronika Ekman Melissa Rolas Ania Seroka Ming Yu Yueduoduo Zhang
  • 2. Mahatma Gandhi Martin Luther King Abraham Lincoln“Be the change” “I have a dream.” “Shake off the existing government, and form a new one that suits them better.”
  • 3. Leadership is the art ofmaking the impossible come true!
  • 4. Strategic fit  “Fit” between resources and aspirations Realistic goals
  • 5. Strategic fit  Conservative goals Lack of courage
  • 6. Strategic stretch  Strive for the impossible  Make the most of limited resources  New ideas
  • 7. Strategic stretch  Creativity  Growth and vitality  One step ahead
  • 8. Break the rules of the game
  • 9.  Innovation  Knowledge  Ideas
  • 10.  Create new space  Challenge the existing norm
  • 11. Honda  Japanese  Risky strategies Western  Conservative strategies Chrysler
  • 12. Alpha  Wealth of resources  Industry leader  Modest aspirations
  • 13. Beta  Compete with fewer resources  Ambitions are greater  Successful strategy
  • 14.  "Whoever runs out of ammunition first is the loser" Confident
  • 15.  Small number of core competencies Guerilla tactics
  • 16.  Achieved innovative goals by taking risks  A focus on few core competences
  • 17.  Secondary airports Saving money on staff training  High aircraft utilization
  • 18.  More routes in Europe Fit more passengers  Save fuel costs
  • 19.  Cost-cutting Additional charges  Business moral
  • 20. ReferencesCasadesus-Masanell, R., & Enric Ricart, J. (2010). From Strategy to Business Modelsand onto Tactics. Long Range Planning 43 , pp. 195-215.Gurkov, I., & Settles, A. (2011). Managing organizational stretch to overcome theuncertainty of the Great Recession of 2008. International Journal of OrganizationalAnalysis 19 , pp. 317-330.Hamel, G., & Prahalad, C. K. (1994). Competing for the Future . Harvard Business Press.Hamel, G., & Prahalad, C. K. (2005). Strategic Intent. Harvard Business Review , pp.148-161.Mintzberg, H., Quinn, J. B., Ghoshal, S. & Lampel, J. (2003). The Strategy Process , p.89.Mintzberg, H., Ahlstrand, B. & Lampel, J. (1998). Strategy Safari, pp. 220-221.