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Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
Fcmb march 2011 day 1 revised
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Fcmb march 2011 day 1 revised

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  • Key is seeing things differently using a disciplined approach (frameworks let you do that)
  • We’ll follow best adult ed practices -- knowledge is distributed in the room – not at the frontPicture is the cognitive style of powerpoint
  • This reflects a strong customer focus
  • This can be taught, easily, to your staff.
  • What does the idea of strategy help you do in a company?---------------------------------Sensemakingis the goalPlausible story that enables actionWhat does it let you do that matters?
  • This is an important question – must be addressed completely(Q do this as a group)
  • WHY?
  • See Hamel – strategic decay sources fileALSO NOTE THAT I WILL RETURN TO THIS TOPIC ON DAY 3
  • (after being done) – let’s discuss…
  • Industry analysis
  • Consequences of misalignment?
  • Transcript

    • 1. Fundamentals of Strategy: <br />Strategy and Operations<br />Douglas Reid<br />dreid@business.queensu.ca<br />@douglasreid<br />
    • 2. Strategy concept<br />Fixing strategy – operations misalignments<br />Application to FCMB – future planning<br />-------------------------------------------------------<br />Personal development plan<br />
    • 3. You are here<br />
    • 4. To become a more effective leader, I will…<br />Do more of…<br />___________________<br />___________________<br />___________________<br />___________________<br />___________________<br />Do less of…<br />___________________<br />___________________<br />___________________<br />___________________<br />___________________<br />Start doing…<br />___________________<br />___________________<br />___________________<br />___________________<br />___________________<br />Stop doing…<br />___________________<br />___________________<br />___________________<br />___________________<br />___________________<br />
    • 5. How we’ll not learn<br />
    • 6. Introduction (s)<br />Strategy in action<br />Break<br />The strategy concept<br />Strategy at FCMB<br />From strategy<br /> to action<br />Lunch<br />How strategy changes<br />
    • 7. Describe your customers. List ALL the benefits that your camera creates for them.<br />What must your company be good at doing so that you are able to create these benefits?<br />What tasks must you do inside your company, and what tasks should you hire others to do?<br />Which competitor(s) do you worry about, and in each case, why?<br />
    • 8. Segmentation<br />Generic strategy<br />Core competence<br />Value chain<br />Creating competitive advantage<br />Advantage preservation<br />
    • 9. Defining Strategy<br />
    • 10. Strategy is often expressed this way…<br />For (thecustomer segment we want to serve)<br />Who want (the outcome sought by that customer)<br />Our product or service is a (our part of the solution)<br />That features (key benefit provided).<br />Unlike (our main competitors)<br />Our product or service provides (key point[s] of difference)<br />As supported by (what makes the difference possible)<br />And protected by (why competitors cannot easily overcome it).<br />
    • 11. Customer <br />willingness to pay<br />Strategy<br />Cost of delivering <br />what the customer buys<br />
    • 12. Customer <br />willingness to pay<br />Strategy<br />Cost of delivering <br />what the customer buys<br />
    • 13. Increases willingness to pay?<br />Meets hurdle rate for capital?<br />Do it!<br />Yes<br />Yes<br />No<br />No<br />Decreases cost?<br />Meets hurdle rate for capital?<br />Yes<br />Yes<br />No<br />No<br />Teach<br />
    • 14. Implementation happen<br />primarily by changing <br />the allocation of resources<br />consistent with objectives<br />
    • 15. Money<br />Brands, equipment, IP, <br />licenses, machinery, <br />information, etc.<br />Any non-human asset<br />of an organization that<br />a manager can deploy <br />
    • 16. People<br />Skills<br />
    • 17. Time<br />Duration, sequence and <br />project choices to which <br />you apply the money and <br />people that you have<br />
    • 18.
    • 19. Strategy<br />Actions taken to increase customer willingness to pay<br />And/or reduce cost.<br />Actions mean allocation and coordination of:<br />* Money<br />* People<br />* Time<br />Uniquely, as a system.<br />
    • 20. How does strategy help you?<br />
    • 21. What assumptions are <br />you relying upon?<br />
    • 22. So sometimes, strategy must change<br />
    • 23. Even good strategies decay…<br />Replication<br />Supplantation<br />Exhaustion<br />Evisceration<br />Source: Hamel, 2009<br />
    • 24. Major trends that will affect the Bank…<br />Political ____________________________________________________________<br />____________________________________________________________________<br />____________________________________________________________________<br />Economic ___________________________________________________________<br />____________________________________________________________________<br />____________________________________________________________________<br />Social ______________________________________________________________<br />____________________________________________________________________<br />____________________________________________________________________<br />Technological ________________________________________________________<br />____________________________________________________________________<br />____________________________________________________________________<br />Global ______________________________________________________________<br />____________________________________________________________________<br />____________________________________________________________________<br />
    • 25. New entrants<br />Buyers<br />Suppliers<br />Rivals<br />Substitutes<br />Source: Porter, 1980<br />
    • 26. Think of a time in your entire experience with the Bank <br />when you have felt most excited, most engaged and most alive.<br />What factors made this such a great experience? <br />
    • 27. Misalignment<br />
    • 28. Advice<br />Strategy must fit the <br />future environment…<br />…while respecting what <br />FCMB has become as a<br />result oflearning from <br />its past, including <br />successes and failures.<br />
    • 29. Let’s summarize<br />
    • 30. Tomorrow…<br />

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