How to create sustainable Competitive Advantage using Strategy Mechanism?

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The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown …

The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown
Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.

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  • 1. How to create sustainable Competitive Advantage using Strategy Mechanism? Petri Laulajainen, Sr Partner PSL Consulting
  • 2. Strategic dilemma • Most companies and organizations know their businesses, and the strategies required for success. However many struggle to translate the theory into action that will enable the strategy to be successfully implemented and sustained • Many companies repeatedly fail to transfer the strategic choices in operational actions, and to truly motivate their people to work with enthusiasm, all together, towards the corporate aims.
  • 3. Gap between theory and reality • A study of 200 companies in the Times 1000, 80% of directors said they had the right strategies but only 14% thought they were implementing them well. 86 % had problems in transferring their intension into reality! (Why do only one third of UK companies achieve strategic success? - I Cobbold & G Lawrie, 2GC Ltd., May 2001.)
  • 4. Survival of the fittest? • Charles Darwin wrote a book on natural selection: Survival of the fittest, it turns out, is all about adapting to a changing environment and new competitive realities. • Business environments are changing faster than ever before, new technologies are emerging constantly at an increasing velocity, and industries are shaken by deregulations, mergers, and new entrants. • Some companies are able to adapt to these changing environments, others are not.
  • 5. Strategic Innovation How to create Competitive Advantage?
  • 6. Strategic Innovation • The question is, how a company can achieve ongoing strategic innovation, leading to competitive advantage and financial success? • Besides the ability to sense shifts in their competitive environment, a crucial component of their success is their focus on strategy as well as a different view on strategic management • Successful companies have recognized that in order to be successful in the long run in terms of creating financial value and survival, they will need to achieve competitive advantage.
  • 7. Competitive Advantage • Attaining competitive advantage is enabled through the creation of new markets, superior customer value, new business models and disruptive innovation. • Competitive advantage is only sustainable for a limited period of time, doing this once is not enough; these companies know that their organization needs to build the capabilities necessary for ongoing strategic innovation
  • 8. Defining Strategic innovation “…those who live by the sword will be shot by those who don’t.” (Gary Hamel)
  • 9. Strategy Mechanism Only source for Competitive Advantage
  • 10. What is Strategy? A gap between theory and reality. Strategy of the Future? Agile Strategy Mechanism is the only sustainable Competitive Advantage a company can have!
  • 11. Short term vs. Long Term • Without a central strategic management process in place, organisations have a tendency to rely mainly on financial tools (budgets) and risk being governed by short- term financial pressures with little or no focus on the requirements for longterm success
  • 12. Strategic Success • The most important factor determining the competitiveness and profitability of organizations is the extent to which they match their strategies and capabilities to the environment in which they operate. (I. Ansoff/PSL Consulting)
  • 13. Environmental turbulence, and Capability to react and create competitive advantage Turbulence level in E Business Environment 1 2 3 4 5 Companys strategical S S Capability to react 1 2 3 4 5 Mechanism Competitiveness Competitive Advantage Organisational R capability to renew R 1 2 3 4 5 N N N (Adapted from I. Ansoff P. Laulajainen)
  • 14. Closing the Gap between theory and reality • In fast paced industries, companies should think of strategy as an iterative loop. 1. Making sense of the situation: • Analysing the Environment • Analysing internal Resources 2. Making strategic choices, 3. Making things happen, 4. Making revisions, and 5. Creating Strategy Mechanism
  • 15. Strategy Mechanism • Business environments are changing faster than ever before, affecting every company. Some companies are able to adapt to these changing environments, others are not. The company that can re-organise resources accordingly, can achieve competitive advantage, not always the company with biggest resources. • A Company, and its operating-mechanism is a dynamic model, which consists of 4 components; a subject (S), environment (E), resources (R), and mechanism (M), which integrates the 3 previous ones.
  • 16. Strategy Mechanism Subject Strategy Mechanism is only sustainable Competitive MECHANISM Advantage Environ Resources ment (D.S. Cho)
  • 17. How to create a Strategy Mechanism?
  • 18. Analysing current situation • Through the analysis of resources, and by developing a working strategy mechanism, a company can focus its actions, and maintain or even increase the profitability, in a situation where slower reacting competitors are losing market shares.
  • 19. Example of Strategy Mechanism S Vision and Goals Shareholders, Board. CEO E R Analyse the Analyse Strategy, Analyse your Environment set objectives Resources Recompose Develop Recompose Environment strategy Resources Create Implement Create Environment strategies Resources Sustaining Competitive Advantage (D.S. Cho)
  • 20. Four Scenarios in Recomposing 1. To use resource (RA) to change resource (RO) ex) applying Innovative Management techniques to streamline decision making processes within the firm 2. To use environment (EA) to change resource (RO) ex) utilizing alliance partners to develop new products 3. To use resource (RA) to change environment (EO) ex) using firm technologies to change consumer behaviors (iPod, Sony Walkman) 4. To use environment (EA) to change environment (EO) ex) Influencing the government to change the rules of the game (D.S. Cho)
  • 21. Mechanism of Recomposing - 1 1. Understanding 4 Basic Functions (+) Addition ex) acquisition of assets, unrelated diversification, seeking alternatives (-) Subtraction ex) lay-off, closure of departments and factories, spin-off (x) Multiplication ex) vertical integration, functional diversification (/) Division ex) disintegration of activities, decentralization (D.S. Cho)
  • 22. Mechanism of Recomposing - 2 2. Decomposing Firm Activities into Units ex) merger: combination of assets, related and unrelated activities, know-how, corporate culture, etc. 3. Recomposing the Units with various Functions ex) outsourcing = f (disintegration of activities, closure of departments, lay-off, seeking alternatives, etc.) 4. Implementing Improvement Programs to Create New Environment (such as reengineering, restructuring, downsizing, benchmarking,JIT, TQM, etc.) (D.S. Cho)
  • 23. Success formula: Strategy Mechanism? • The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown • Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.
  • 24. For more information contact PSL Consulting: Mr. Petri Laulajainen petri.laulajainen@pslc.fi