Business strategy defined

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  • The Wheels of Change
  • Translate The Strategy to Operational Terms
  • Align The Organization To The Strategy
  • Mobilization
  • Three Actions Must Be Taken By The Leader
  • Balanced Strategy
  • Planning – Organizing –Coordinating – Commanding - Controlling
  • Business strategy defined

    1. 1. 1<br />Business Strategy <br />Defined<br />
    2. 2. 2<br />Business <br />STRATEGY<br />-Defined -<br />
    3. 3. 3<br />The Wheels of Change<br />Make the Strategy<br />Everyone’s<br />Everyday Job<br />Translate the Strategy to Operational Terms<br />Make The Strategy A Continual Process<br />
    4. 4. 4<br />
    5. 5. Align the <br />Organization <br />to the Strategy<br />
    6. 6.
    7. 7.
    8. 8. Mobilize Change through Executive Leadership<br />8<br />
    9. 9. 9<br />mobilization<br />
    10. 10. Three actions must be taken by the leader<br />10<br />
    11. 11. Management Control System Strategic Management System<br />Strategy<br />& <br />Vision<br />Translating<br />The <br />Vision<br />Budget<br />& <br />Objectives<br />Review<br />&<br />Re-orient<br />Personal<br />Incentives<br />Budget <br />&<br />Objectives<br />Communicating<br />&<br />Linking<br />Feedback<br />& <br />Learning<br />Planning<br />& Capital <br />Allocation<br />Business<br />Planning<br />Single Player <br />= <br />GM <br />Multiple Players <br />= <br />GM & EXCOM &HOD & R&F<br />11<br />
    12. 12. 12<br />
    13. 13. 13<br />
    14. 14. 14<br />
    15. 15. and success through answering question such as: <br />When designing a strategic thinking organization, you must consider long-term competitive advantage <br />15<br />
    16. 16. 16<br />
    17. 17. 17<br />
    18. 18. The Turnaround Strategist<br />18<br />The decision making approach focuses on turning around the performance of an organization in decline. To achieve turnaround success, it is important to implement new control systems quickly and to focus on the reasons for decline and reverse them. It is therefore, necessary to forecast and manage uncertainties. This requires intuition, creative insight and the ability to respond to events quickly, effectively and imaginatively.<br />Continuous improvement<br />is always to be valued, but there are times when more dramatic change is needed. <br />Controlling Costs<br />is one way of boosting profits and reducing losses. One of the most important factors in controlling cost is attitude. Create an understanding throughout the organization of the financial facts of business life<br />
    19. 19. Reducing Costs & Improving Efficiency<br />19<br />
    20. 20. Translating the Strategy Into Desired Outcomes<br />20<br />
    21. 21. Translating the Strategy Into Desired Outcomes<br />21<br />
    22. 22. four-prong approach to succeeding with ourStrategy<br />22<br />
    23. 23. 23<br />
    24. 24. Revenue Growth Strategy<br />24<br />
    25. 25. 25<br />
    26. 26. Strategic Outcomes<br />26<br />
    27. 27. Strategy is a Hypothesis<br />27<br />
    28. 28. Strategy Consists of Various Themes<br />28<br />
    29. 29. The Value Proposition<br />29<br />
    30. 30. 30<br />Value Chain<br />Customer<br />Management<br />Processes<br />Regulatory<br />Processes<br />Operational<br />Processes<br />Innovation<br />Processes<br />Supply<br />Management<br />Cost <br />Reduction/<br />Quality Control<br />Operation <br />Efficiency<br />Health<br />Safety <br /> Environment <br />Social<br />Invention<br />Product <br />Development<br />Speed <br />To Market<br />Joint <br />Partnerships<br />Solution<br />Development<br /> Customer<br /> Service<br />Relationship <br />Management<br />Achieve Operational Excellence<br />Be a Good<br />Corporate<br />Citizen<br />Increase<br />Customer Value<br />Build the<br />Business<br />
    31. 31. 31<br />The Learning and Growth Perspective<br />Strategic Competencies<br />Strategic Technologies<br />Climate for Action<br />Skills<br />Knowledge<br />Sharing<br />Infrastructure<br />Alignment<br />Awareness<br />Applications<br />Motivation<br />Readiness<br />Best<br />Practice<br />Sharing<br />Understanding<br />Of <br />Strategy<br />Goals<br />Aligned<br />With<br />Strategy<br />Key <br />Position<br />Employees<br />Morale<br />Suggestion<br />Program<br />Empowerment<br />Strategic<br />Skills<br />
    32. 32. Knowledge Management Strategy<br />32<br /><ul><li>Reduce Cost
    33. 33. Improve Quality
    34. 34. Use “Know-How” from Top-Performing units to others
    35. 35. Don’t Reinvent the Wheel
    36. 36. Reduce Time to Market
    37. 37. Commercialize new Products Faster
    38. 38. Ensure that Ideas Flow from Customers and Front-Line to R&D
    39. 39. Re-use and re-apply tested knowledge and method
    40. 40. Capture Knowledge</li></ul>About Customers<br /><ul><li>Understand Customer Needs
    41. 41. Empower Front-Line Staff
    42. 42. Ensure that Everyone knows the Customer
    43. 43. Make Company knowledge to Customers</li></li></ul><li>The benefits ofScenario Planning<br />33<br />
    44. 44. The benefits of Scenario Planning<br />34<br />
    45. 45. 35<br />Human Resources Management Process<br />Recognizing<br />Market<br />Opportunities<br />Adding Value<br />To the Customer<br />Organization<br />Awareness<br />Conceptual<br />Thinking<br />Relationship<br />Building<br />Analytical<br />Thinking<br />Information<br />Seeking<br />Impact and<br />Influence<br />Self<br />Confidence<br />Concern<br />For Quality<br />Interpersonal<br />Understanding<br />Developing<br />Others<br />Initiative<br />Working with<br />Colleagues<br />Delivering<br />Results<br />Team<br />Leadership<br />Holding People<br />Accountable<br />
    46. 46. Thank you for readingfor additional information please visitwww.zeniahospitality.comBest viewed with Firefox Browser<br />36<br />

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