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Strategy October 2013
 

Strategy October 2013

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Half day open training event on strategy delivered in Toronto, Ontario.

Half day open training event on strategy delivered in Toronto, Ontario.

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    Strategy October 2013 Strategy October 2013 Presentation Transcript

    • Strategic considerations by Toronto Training and HR October 2013
    • CONTENTS 5-6 Enabling strategic success 7-9 Broad strategic styles 10-11 Essentials to execute strategy 12-13 Systemic strategic behaviour 14-15 Five forces model of industry competitiveness 16-17 Diffusion of innovation 18-19 Why should an organization grow? 20-25 Sustainable growth 26-27 Funding and the location of R & D 28-29 Developing or acquiring technology 30-31 Resource integration in a new product launch 32-33 Leadership development strategy 34-35 Mistakes with leadership strategy 36-37 Communicating strategy at the technical core 38-39 Technology strategies in developing countries 40-41 Strategic manufacturing priorities 42-43 Questions to ask around HR strategy 44-45 Anchor points for HR measurement 46-47 Steps to strategy making 48-49 Drill 50-51 Conclusion and questions Page 2
    • Page 3 Introduction
    • Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers
    • Page 5 Enabling strategic success
    • Enabling strategic success • Finance • Information • People • Technology Page 6
    • Page 7 Broad strategic styles
    • Broad strategic styles 1 of 2 • Classical strategy • Adaptive strategy • Shaping strategy • Visionary strategy Page 8
    • Broad strategic styles 2 of 2 Page 9 Adaptive Shaping Classical Visionary
    • Page 10 Essentials to execute strategy
    • Essentials to execute strategy • Start with people • Establish a base level of competence • Create coaching and mentoring programs • Rebuild and re-engage your execution support structure • Focus on the business impact of development Page 11
    • Page 12 Systemic strategic behaviour
    • Systemic strategic behaviour • Seeking concentration • Seeking competencies • Seeking focus • Seeking an end game Page 13
    • Page 14 Five forces model of industry competitiveness
    • Five forces model of industry competitiveness • Buyers • New entrants • Competitors • Substitute goods or services • Suppliers Page 15
    • Page 16 Diffusion of innovation
    • Diffusion of innovation • Supply-side issues • Demand-side issues • The tipping point Page 17
    • Page 18 Why should an organization grow?
    • Why should an organization grow? • Generate superior value • Obtain a superior strategic position • Raise profits • Attract superior people • Gain better access to capital • Attract strong alliance partners Page 19
    • Page 20 Sustainable growth
    • Sustainable growth 1 of 5 KEY RESOURCES NEEDED • Strategic assets • Managerial talent • A talent incubator • Happy people • Networks/key strategic relationships Page 21
    • Sustainable growth 2 of 5 STRATEGIES TO INFLUENCE SUSTAINED GROWTH • Value through select customers • Developing large numbers of new products that offer superior value to customers • Distribution innovation • Monopoly/first-mover advantage • Growth by means of acquisitions • Addressing new customer segments Page 22
    • Sustainable growth 3 of 5 GROWTH STRATEGIES • Customer centric • Product development • Distribution • First mover • Acquisition • Adjacent space • Market intelligence • Differentiation • Fitness Page 23
    • Sustainable growth 4 of 5 GROWTH DRIVERS • Acquisitions • Strategy • Managerial talent • Excellent execution • Key strategic relationships • Leadership • Access to capital • Innovation • Focus on growth Page 24
    • Sustainable growth 5 of 5 GROWTH DRIVERS (CONTINUED) • Happy people • Simple, captivating business model • Knowledge of customers • Customer enthusiasm • Discipline • Geographical expansion • Effective performance measurement • Talent incubator • GDP growth Page 25
    • Page 26 Funding and the location of R&D
    • Funding and the location of R & D Page 27
    • Page 28 Developing or acquiring technology
    • Developing or acquiring technology Page 29
    • Page 30 Resource integration in a new product launch
    • Resource integration in a new product launch Page 8
    • Page 32 Leadership development strategy
    • Leadership development strategy • Single loop and double loop • Tickets to enter, tickets to play and tickets to win • VUCA • Questions to ask Page 33
    • Page 34 Mistakes with leadership strategy
    • Mistakes with leadership strategy • Failing to gain enough support from the CEO • Confusing a leadership strategy with a succession plan • Lacking a clear definition of what leadership means in the context of your business strategy and organizational model • Ignoring the complementary power of the team Page 35
    • Page 36 Communicating strategy at the technical core
    • Communicating strategy at the technical core • Communicate strategic goals by their component pieces • Constantly monitor and praise employees’ incremental contributions Page 37
    • Page 38 Technology strategies in developing countries
    • Technology strategies in developing countries • Context • Level of investigation • Focus of interest • Core theoretical foundation Page 39
    • Page 40 Strategic manufacturing priorities
    • Strategic manufacturing priorities • High quality • Low cost • High dependability • High speed • High flexibility Page 41
    • Page 42 Questions to ask around HR strategy
    • Questions to ask around HR strategy • How do you manage talent? • How do you engage in strategic business activities? • How well do you measure HR effectiveness? • What is your HR strategy? Page 43
    • Page 44 Anchor points for HR measurement
    • Anchor points for HR measurement • Efficiency • Effectiveness • Impact Page 45
    • Page 46 Steps to strategy making
    • Steps to strategy making • Frame a choice • Generate possibilities • Specify conditions • Identify barriers • Design tests • Conduct the tests • Make your choice Page 47
    • Page 48 Drill
    • Page 49 Drill
    • Page 50 Conclusion and questions
    • Page 51 Conclusion and questions Summary Videos Questions