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W H AT G O O D S T R AT EG Y I S A N D W H AT I T I S N OT
STRATEGY AND ITS
COUNTERFEIT
PRESENTED BY:
SARMA VANGALA, PHD
มหาวิทยาลัยศรีปทุม Sripatum University
May 2015
SARMA VANGALA, PHD
Chief Executive Officer
Metastrategy, Inc.
 Sarma Vangala is a corporate consultant specialising
in strategy, mergers and acquisitions and IT
transformation.
 Based in Toronto, Sarma and his team have clients
on every continent except Antarctica.
WHAT IS STRATEGY?
 NOT innovation
 NOT determination
 NOT leadership
 NOT ‘vision’
 NOT planning
 NOT ambition
 NOT logic of competition
 NOT goals
 NOT synonymous with success
WHAT IS STRATEGY?
Analysing a situation;
Identifying the critical factors;
Designing, co-ordinating and focusing actions to address the
identified factors and, where necessary
Mitigating the risks that may be inherent.
FAILURES OF STRATEGY
Investment company’s strategy in the face of poor growth
Do deals others reject
Go in with 3% equity and rest by
Short term debt financing
Have no mitigation plan for risks
WHO WAS THE STRATEGIST?
FAILURES OF STRATEGY
Strategy: Regime change in Iraq
100 days military campaign to gain victory
Easy transition to civil society
Democracy, rule of law and peace easily implemented
Result: Violent insurgency
Counter-offensive: Search and destroy ops by US soldiers outside their
secure bases {Same tactics failed miserably in Vietnam}
Hence, NO STRATEGY to deal with insurgency
WHO WAS THE STRATEGIST?
FAILURES OF STRATEGY
Strategy: Counter insurgency through:
Gaining citizens’ acceptance of legitimate government
Request citizenry to disavow insurgents
Make available 5 additional brigades
Reduce and then terminate search and destroy ops
Increase protection of general public.
WHO WAS THE STRATEGIST?
Good
Stategy
Diagnosis
Guiding
Policy
Coherent
Action Set
Assessment
STRATEGY
Is not fluff
Is hard work
Is misunderstood
METASTRATEGY, INC.
Teams specialise in strategy
Understand the complexities within organisations
Can be reached at:
Sarma.vangala@metastrategyinc.com
+1.416.567.0201
Q AND A
THANK YOU

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Strategy and Its Counterfeit

  • 1. W H AT G O O D S T R AT EG Y I S A N D W H AT I T I S N OT STRATEGY AND ITS COUNTERFEIT PRESENTED BY: SARMA VANGALA, PHD มหาวิทยาลัยศรีปทุม Sripatum University May 2015
  • 2. SARMA VANGALA, PHD Chief Executive Officer Metastrategy, Inc.  Sarma Vangala is a corporate consultant specialising in strategy, mergers and acquisitions and IT transformation.  Based in Toronto, Sarma and his team have clients on every continent except Antarctica.
  • 3. WHAT IS STRATEGY?  NOT innovation  NOT determination  NOT leadership  NOT ‘vision’  NOT planning  NOT ambition  NOT logic of competition  NOT goals  NOT synonymous with success
  • 4. WHAT IS STRATEGY? Analysing a situation; Identifying the critical factors; Designing, co-ordinating and focusing actions to address the identified factors and, where necessary Mitigating the risks that may be inherent.
  • 5. FAILURES OF STRATEGY Investment company’s strategy in the face of poor growth Do deals others reject Go in with 3% equity and rest by Short term debt financing Have no mitigation plan for risks
  • 6. WHO WAS THE STRATEGIST?
  • 7. FAILURES OF STRATEGY Strategy: Regime change in Iraq 100 days military campaign to gain victory Easy transition to civil society Democracy, rule of law and peace easily implemented Result: Violent insurgency Counter-offensive: Search and destroy ops by US soldiers outside their secure bases {Same tactics failed miserably in Vietnam} Hence, NO STRATEGY to deal with insurgency
  • 8. WHO WAS THE STRATEGIST?
  • 9. FAILURES OF STRATEGY Strategy: Counter insurgency through: Gaining citizens’ acceptance of legitimate government Request citizenry to disavow insurgents Make available 5 additional brigades Reduce and then terminate search and destroy ops Increase protection of general public.
  • 10. WHO WAS THE STRATEGIST?
  • 12. STRATEGY Is not fluff Is hard work Is misunderstood
  • 13. METASTRATEGY, INC. Teams specialise in strategy Understand the complexities within organisations Can be reached at: Sarma.vangala@metastrategyinc.com +1.416.567.0201

Editor's Notes

  1. Cohesive response to an important challenge. Strength applied to the most promising opportunity
  2. Cohesive response to an important challenge. Strength applied to the most promising opportunity
  3. Cohesive response to an important challenge. Strength applied to the most promising opportunity
  4. David Fuld, CEO Lehman Brothers.
  5. Cohesive response to an important challenge. Strength applied to the most promising opportunity
  6. David Fuld, CEO Lehman Brothers.
  7. Cohesive response to an important challenge. Strength applied to the most promising opportunity
  8. David Fuld, CEO Lehman Brothers.
  9. Cohesive response to an important challenge. Strength applied to the most promising opportunity
  10. Cohesive response to an important challenge. Strength applied to the most promising opportunity
  11. Cohesive response to an important challenge. Strength applied to the most promising opportunity
  12. Cohesive response to an important challenge. Strength applied to the most promising opportunity