Strategic Management- La organización necesita identificar estas "mejores prácticas" internas e institucionalizar los nuevos métodos.

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Presentation
Strategic Management
Timothy G. Kotnour
University of Central Florida

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Strategic
Management
Presented by: Leydi Viviana Bejarano
Presented to: Gilberto De Jesus De
Praga Ceballos Ramirez
Corporación Universitaria Minuto de Dios
Facultad de Ciencias Empresariales
Gerencia Estratégica
Mayo 2020

3. INTRODUCTION
Importance of Strategic Manage ment to
Engineer in g Managers
• Why is strategic management
important to engineering managers?
• ¿Porqué es importante la gestion
estrátegica para los gerentes de
ingeniería
• Strategic management is important to
the engineering manager because the
needs to make decisions and take
actions consistent with the
organization’s strategies. 3
La administración estratégica es
importante para el gerente de
Ingeniería porque el necesita
tomar decisiones y tomar
acciones consientes con las
estrategias de la organización.

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What is Strategic
Management?
• strategic management is defined to contain eight functions supported by a core of
three elements.
• La Administracion estrategica es definida para contener 8 funciones soportadas por
el núcleo de 3 elementos.
• The strategic management process includes the functions of Strategic Planning,
Implementation Planning, Execution, and Performance Evaluation
• La administración estrategica incluye procesos de planeacion estratégicas.
Planificación de implementación, ejecución y evaluación de desempeño.
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Open, honest
conversations
1. Set
Strategic
Intent
2. Deploy
the Strategic
Intent
3. Set
Strategy
4. Deploy
resources
5. Execute
the Strategy
6. Deploy
Results
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Strategic Management Process
7. Review
Performance
8. Deploy
Learnings
1. Establecer intención
estratégica
2. Implementar la intensión
estrategica
3. Establecer una estrategia
4. Implementar Recursos
5. Ejecutar la estrategia
6. Implementar resultados
7. Revisar el rendimiento
8.Implementar aprendizaje

6. FRCore of the Strategic Management Process -
núcleo de los procesos de la gestion estrategica
At the core of the strate gi c manage m e nt process
are three eleme nt s:
Strategic Management
Core 1: Holding Open, Honest Conversations
• The first Strategic conversations focus on
the organization’s ever-changing
environment and how well the
organization’s strategy is working. The aim is
to adjust the strategy to the environment.
Having routine strategic conversations is
important, but equally importantly is the
need to have these conversations in an
environment in which people can talk
openly and honestly.
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• La primer estrategia es la conversación
centrada en el entorno cambiante de las
organizaciones y como esta funcionando la
estrategia en la organización. El objetivo es
ajustar la estrategia al medio. Tener una
rutina de conversaciones estratégicas es
importante, pero igualmente es la necesidad
de tener conversaciones en un entorno en
donde las personas puedan hablar abierta y
honestamente.
Mantener conversaciones abiertas y honestas

7. FRCore of the Strategic Management Process -
núcleo de los procesos de la gestion estrategica
At the core of the strate gi c manage m e nt process
are three eleme nt s:
Strategic Management
Core 2: Strategy
• Before we spend a lot of time talking about
developing, deploying, implementing, and
evaluating strategy, we first must define
what we mean by strategy. The Merriam-
Webster Dictionary defines strategy as: • A
careful plan or method • The art of devising
or employing plans toward a goal • An
adaptation or complex of adaptations that
serves or appears to serve an important
function in achieving evolutionary success
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Estrategia
• Antes de pasar mucho tiempo hablando
de desarrollos, implementación, y
evaluando estrategias, primero debemos
definer que se entiende por estrategia.
• El diccionario Merriam-Webster define
la estrategia como: * El arte de diseñar
o emplear planes hacia una meta. * Una
adaptacion o complejo de adaptaciones
que sirve o parece cumplir una function
para lograr el éxito evolutivo.

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Strategic Management
Core 3: Measures
• These types of objectives drive both the
daily work and improvement efforts.
provides further definition of how goals,
objectives, measures, and strategies are
related. Objectives translate the desired
outcomes into measurable performance
criteria. The current versus desired
performance is analyzed for performance
gaps. The root cause of the gap is used to
define and select the improvement
strategies.
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9. FRStrategic Management Process
Functions
La siguientes 8 secciones revisan cada
function del proceso de gestion
estrategica, para cada function
definimos:
El objetivo de la función
• Las preguntas estratégicas abordadas
en la función.
• Los productos de la función.
• Las áreas de enfoque para ejecutar la
función. 9
The next eight sections review each
function of the strategic management
process. For each function, we define:
• The function’s aim
• The strategic questions addressed in
the function
• The function’s products
• The focus areas for executing the
function
• The methods to use to execute the
function

10. FR1. Setting Strategic Intent Through
Strategic Planning
The process involves
understanding both internal
and external environments
(e.g., strengths, weaknesses,
opportunities, threats).
Strategic planning through
this disciplined process
establishes the vision of the
future, mission, and a specific
set of goals, objectives, and
policies developed in
response to customer
requirements. 10
El proceso implica comprender los
entornos internos y externos (por
ejemplo, fortalezas, debilidades,
oportunidades, amenazas). La
planificación estratégica a través de
este proceso disciplinado establece la
visión del futuro, la misión y un
conjunto específico de metas, objetivos
y políticas desarrolladas en respuesta a
los requisitos del cliente.

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* Strategic Planning Aim
* Strategic Planning Questions
* Strategic Planning Products
The aim of strategic planning is to develop good strategy for
the organization.
In this step of the strategic management process, strategic
conversations or questions need to be addressed: • Who are
we? * What is the state of our environment?, ETC.
We can divide the strategic planning products the products that
are the inputs to and the outputs from strategic planning. The
products that are inputs to strategic planning focus on giving
the planning team the common understanding to produce the
output products. The input products include assessment of the
environment and the organization.
Objetivo de planificación estratégica
El objetivo de la planificación estratégica es desarrollar una
buena estrategia para la organización.
Preguntas de planificación
estratégica
En este paso del proceso de gestión estratégica, se deben
abordar las conversaciones o preguntas estratégicas:
• ¿Quiénes somos? * ¿Cuál es el estado de nuestro entorno ?,
ETC.

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* Strategic Planning Focus Areas When carrying out strategic planning, the organization needs to
focus on developing good strategy that is shared among and
agreed upon by the management team.
* Seeing Changes in the
External Environment The challenge is making sense of events and trends from a
different perspective, not from an old perspective that might
no longer be the most acceptable, valuable, or relevant. When
it surveys its environment, an organization must be careful to
not filter out or ignore events and trends that don’t meet its
commonly accepted perspectives or views
Áreas de enfoque de
planificación estratégica
Al llevar a cabo la planificación estratégica, la organización
debe centrarse en desarrollar una buena estrategia que sea
compartida y acordada por el equipo directivo.

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The organization needs to understand all of the issues facing it,
from multiple perspectives:
*How relevant, responsive, and ready are we?
* How well are we externally positioned?
* Understanding the Issues Facing the Organization
* Converting Strategic Conversations to
Decisions and Actions This focus area is especially important for delivering the
transformation. Once a strategic conversation occurs, the
organization needs to act to make the strategy a reality.
Entender los problemas que enfrenta la
organización
La organización necesita comprender todos los problemas que
enfrenta, desde múltiples perspectivas:
* ¿Cuán relevantes, receptivos y listos estamos?
* ¿Qué tan bien estamos posicionados externamente?

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2. Deploying the
Strategic Intent
* Overview
Deploying the strategic intent helps
the rest of the organization
understand the organization’s
strategic context and intent. In this
section we explore the aim,
questions, products, and focus
areas for deploying the strategic
intent
La implementación de la intención
estratégica ayuda al resto de la
organización a comprender el
contexto y la intención
estratégicos de la organización. En
esta sección exploramos el
objetivo, las preguntas, los
productos y las áreas de enfoque
para implementar la intención
estratégica.

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*Deploying the Strategic Intent Aim The aim of deploying the strategic intent is to develop
throughout the organization a shared understanding of the
organization’s strategic context and intent.
*Deploying Strategic Intent Questions
In this step of the strategic management
process, the organization needs to address
these strategic conversations or questions:
*What is right with our strategy?
*What do we need to be aware of?
*Who are the intended audiences for our
strategic intent message?
* What is the purpose of our message?
El objetivo de desplegar la intención estratégica es
desarrollar en toda la organización una comprensión
compartida del contexto estratégico y la intención de la
organización.
Despliegue del objetivo estratégico
Objetivo

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* Deploying the Strategic Intent Products
The products that are inputs to deploying the strategic intent
focus on helping the organization understand its strategic
context and intent. The output of deploying strategic intent is
the organization’s insights, issues, and challenges to making the
strategy real.
*Deploying the Strategic Intent Focus Areas
*Sharing the Message Throughout the Organization
These focus areas attempt to ensure that the organization
shares and understands the strategic intent that is developed.
The organization needs to understand the “why” and “what” of
the strategy. The rest of the organization is usually the people
who are implementing the strategic intent.

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* Understanding Organizational Concerns The intent of this section was to describe the deploy the
strategic intent function. The deploy the strategic intent
function was described using its aim, questions, products, and
focus areas.
La intención de esta sección era describir el despliegue de la
función de intención estratégica. El despliegue de la función de
intención estratégica se describió utilizando su objetivo,
preguntas, productos y áreas de enfoque.

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* Overview
Implementation planning
develops detailed plans and
proposed resource allocation
to implement the goals,
objectives, and strategies
*Implementation Planning Aim
An organization uses the
implementation plan to guide day-to-
day behaviors and execution.
Implementation planning develops
the specific, individual strategies to
make the overall strategic intent a
reality
* Implementation Planning Products

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* Implementation Planning Focus Areas
*Converting the strategic intent to
operational terms
* Aligning organizational roles
* Aligning objectives and measures
* Converting the Strategic Intent to Operational Terms
The organization must make decisions and take
actions that move the organization from its
current state to the desired state. As defined
earlier, the strategic intent contains items such
as vision and goals to define the end or desired
state.
Implementación Planificación Áreas de enfoque
* Convertir la intención
estratégica en términos
operativos
* Alinear roles organizacionales
* Alinear objetivos y medidas
* Convertir la intención estratégica en términos operativos
La organización debe tomar decisiones y tomar
acciones que muevan a la organización de su
estado actual al estado deseado. Como se definió
anteriormente, la intención estratégica contiene
elementos tales como visión y objetivos para
definir el final o el estado deseado.

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* Aligning Organizational Roles
*Why do I do this work?
* What do I need to accomplish with
this work?
*How do I do the work?
*Aligning Objectives and Measures
The intent of this section was to
describe the implementation
planning function. The
implementation planning function
was described using its aim,
questions, products, and focus
areas.
* ¿Por qué hago este trabajo?
* ¿Qué necesito lograr con este
trabajo?
* ¿Cómo hago el trabajo?
Alineando Roles Organizacionales
* Alinear objetivos y medidas
La intención de esta sección era describir
la función de planificación de la
implementación. La función de
planificación de la implementación se
describió utilizando su objetivo,
preguntas, productos y áreas de enfoque.

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Deploying resources is crucial to strategy—in fact, all four of the deployment
functions are the linkages or breaking points of the strategy process.
What are the funded improvement ideas?
*What are the funded daily business efforts? •
*How will we select and prioritize efforts?
* What are the criteria for selecting the efforts?
* What is the filter for selecting the efforts?

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1. the set of potential efforts related to the daily work that
must continue
2. The set of potential improvement projects to pursue (i.e., the
portfolio of potential improvement efforts)
3. The set of criteria to evaluate the efforts. The output from
this step is the set of resourced improvement projects and the
daily work to execute
1. el conjunto de esfuerzos potenciales relacionados con el
trabajo diario que debe continuar
2. El conjunto de posibles proyectos de mejora a seguir (es
decir, la cartera de posibles esfuerzos de mejora)
3. El conjunto de criterios para evaluar los esfuerzos. El
resultado de este paso es el conjunto de proyectos de mejora
de recursos y el trabajo diario para ejecutar

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Execution is carrying out the strategy and
implementation plan. Execution is the process
of producing the outputs and outcomes for the
organization customers. Execution is where the
“rubber meets the road”— meeting
accountabilities for the strategy.
La ejecución está llevando a cabo la estrategia y el plan de
implementación. La ejecución es el proceso de producir los
productos y resultados para los clientes de la organización. La
ejecución es donde el "caucho se encuentra con el camino":
cumplir con las responsabilidades de la estrategia.

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In deploying results, the organization is getting the results from
the execution so that the management team can understand
how well they are making the strategy real.
The aims of deploying results are to gather the results for
performance evaluation and to drive accountability for
completing the efforts to meet the objectives.
Deploying Results Products. The input products are the results
from the execution phase. These can be actions and
measurable results. The outputs are the actual reports on the
actions taken and results

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Measuring Performance
The challenge is first determining what to measure and then
how to get the measures. As we discussed earlier, measures are
at the core of strategic management.
Rolling Up Results
The organization’s performance and outcomes are a function of
the integration of many actions. The organization needs to roll
these individual outcomes into a higher-level perspective to
gauge overall performance.
El desafío es primero determinar qué medir y luego cómo
obtener las medidas. Como discutimos anteriormente, las
medidas son el núcleo de la gestión estratégica.
El desempeño y los resultados de la organización son una
función de la integración de muchas acciones. La organización
necesita incluir estos resultados individuales en una
perspectiva de nivel superior para medir el rendimiento
general.

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Performance measurement and evaluation produces tangible
results that can be studied to produce lessons learned and
recommendations for improving the organization and adjusting
the strategic plan.
Understanding Performance Gaps
The intent of this section was to describe the performance
evaluation function. The performance evaluation function was
described using its aim, questions, products, and focus areas.
Once the performance is evaluated, the results from the
evaluation need to be shared with and used by the
organization

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Deploying learnings is the process of sharing the results (i.e.,
decisions) from performance evaluation to continue to drive
the strategy throughout the organization.
The organization needs to identify these internal “best
practices” and institutionalize the new methods. The
organization is growing to the future, therefore it needs to
share the “seeds” that are fostering this growth
Implementar los aprendizajes es el proceso de compartir los
resultados (es decir, las decisiones) de la evaluación del
desempeño para continuar impulsando la estrategia en toda la
organización.
La organización necesita identificar estas "mejores prácticas"
internas e institucionalizar los nuevos métodos. La organización
está creciendo hacia el futuro, por lo tanto, necesita compartir
las "semillas" que están fomentando este crecimiento.

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Management
Thank You.
Base de datos: Proquest
Título publicación: Engineering
Management Handbook
Tema: Strategic Management
Autor: Kotnour, Timothy G.
Año: 2010