What is your strategy?


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10 questions about strategy.

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What is your strategy?

  1. 1. What is your strategy?
  2. 2. Question # 1 What is your purpose? What is not your purpose?
  3. 3. Further inspiration https://www.teacherspayteachers.com/Product/What-is-your-purpose-1438787 https://www.teacherspayteachers.com/Product/Examples-of-purpose-2350843
  4. 4. Question # 2 What values do you have? What values do you not have?
  5. 5. Max DePree http://www.ideachampions.com/weblogs/archives/2011/01/50_awesome_quot_1.shtml http://www.spu.edu/depts/uc/response/winter2k4/goodbusiness.html Leadership is a function of questions. And the first question for a leader always is: Who do we intend to be?
  6. 6. Why do we do it this way? A question to ask yourself and people you work with: https://hbr.org/2015/09/5-strategy-questions-every-leader-should-make-time-for
  7. 7. Further inspiration https://www.teacherspayteachers.com/Product/Questions-to-discover-your-values-1329394 https://www.teacherspayteachers.com/Product/Human-values-1633047
  8. 8. Question # 3 What do you do? What do you not do?
  9. 9. Strategy is about 1. choosing what not to do. 2. combining what you do in a unique way. https://hbr.org/1996/11/what-is-strategy
  10. 10. When you think about all the activities you have moved into, to what extent do they make sense together? https://hbr.org/2015/09/5-strategy-questions-every-leader-should-make-time-for
  11. 11. Examples of what IKEA chooses to do Examples of what IKEA chooses not to do  Clear displays in the stores which help people serve themselves.  Child care services.  Food services at the exit that serve, for example, Swedish meatballs. Having many sales associates in the stores. https://hbr.org/1996/11/what-is-strategy
  12. 12. JoanMagretta:UnderstandingMichaelPorter: Theessentialguidetocompetitionandstrategy.
  13. 13. Strategic positioning means performing different activities from rivals’ or performing activities in different ways. https://hbr.org/1996/11/what-is-strategy
  14. 14. What Southwest Airlines chooses to do and not to do https://hbr.org/1996/11/what-is-strategy
  15. 15. Seeking out the new and unusual should be the strategist’s aim. http://www.mckinsey.com/insights/strategy/hidden_flaws_in_strategy
  16. 16. http://www.quicksprout.com/2011/01/20/my-5-favorite-but-often-ignored-marketing-tactics/
  17. 17. Let’s say you were starting over from scratch. Are the tasks, you do today, the tasks you would you? If yes, why? https://hbr.org/2011/08/key-questions-for-leaders
  18. 18. Industry attractiveness Competitive strength http://www.mckinsey.com/insights/strategy/enduring_ideas_the_ge_and_mckinsey_nine-box_matrix
  19. 19. The nature of the product is changing, with many products transcending their roles as material possessions that people own to become services to which they buy access. http://dupress.com/articles/future-of-manufacturing-industry/
  20. 20. Sources http://www.mobility.ch http://stadtrad.hamburg.de
  21. 21. Market share Cash cows Invest money in ”question marks” / new promising ideas. Poor dogs  Move out of business area.  Move out of market. Stars  Growth strategy.  Invest to stay innovative and efficient. Question marks  Select ideas with the largest potential.  Invest in ideas with the largest potential. Market growth Adapted from the bcg matrix.
  22. 22. 1. What will you do? 2. What will your users and/or suppliers do? http://www.mckinsey.com/insights/strategy/enduring_ideas_the_business_system
  23. 23. Further inspiration https://www.teacherspayteachers.com/Product/Stop-and-start-doing-exercise-1594003
  24. 24. Question # 4 What needs do users and potential users have?
  25. 25. Southwest Airlines defined its target market to include regular bus travelers - people who wanted to get from point A to point B in the lowest-cost, most convenient way. http://www.strategy-business.com/article/cs00002?pg=all
  26. 26. http://www.slideshare.net/IanMcCarthy/when-customers-get-clever-managerial-approaches-to-dealing-with-creative-consumers Low cost Differentiation Broad target Low cost strategy Differentiation strategy Narrow target For example certain people and/or countries Low cost focus strategy Example: How can we make education materials available to young people in Kenya? Differentiation focus strategy
  27. 27. Further inspiration https://www.teacherspayteachers.com/Product/Needs-that-people-have-1530997
  28. 28. Question # 5 Which distribution channels do you use? Which do you not use?
  29. 29. Users / students / patients Blogs and other social media / Other digital platforms / Homes of people / Stairs in apartment buildings / Streets / Event locations / Supermarkets and other shops / Office buildings / Production facilities / Schools and universities / hospitals / Sports centers / Train stations / Airports / Buses / Trains / Trams Suppliers You
  30. 30. Digital technologies are narrowing the distance between manufacturer and consumer, allowing manufacturers to bypass traditional intermediaries. http://dupress.com/articles/future-of-manufacturing-industry/
  31. 31. Instead of building large stocks of furniture, as its competitors do, MyFab provides a catalog of potential designs. Customers vote on them, and the most popular ones are put into production and shipped to buyers directly from the manufacturing sites - with no retail outlets, inventories, complicated distribution, or logistics networks. http://hbr.org/2011/05/how-to-build-risk-into-your-business-model
  32. 32. To reduce the time it takes to distribute products to customers, Zara, Dell, and Timbuk2 work with production facilities that are close to end customers. http://hbr.org/2011/05/how-to-build-risk-into-your-business-model
  33. 33. Bottle-neck ideas / knowledge / materials / products Non-critical ideas / inputs / materials / products Strategic ideas / inputs / materials / products Easily substitutable ideas / inputs / materials / products. http://www.newpointconsulting.com/pdf/BeyondKraljic_DILF.pdf Number of suppliers Value that purchase has for the buyer
  34. 34. Dependency of supplier. Market situation. Independent power position. Alliance situation. Collaboration possibility.Buyer dominance http://www.newpointconsulting.com/pdf/BeyondKraljic_DILF.pdf Buyer power resources Supplier power resources
  35. 35. Further inspiration http://www.slideshare.net/frankcalberg/11-advantages-of-using-a-blog-for-teaching http://www.slideshare.net/frankcalberg/channels-to-deliver-health-services
  36. 36. Question # 6 In which markets do you work? In which markets do you not work?
  37. 37. Question Examples Where are users? In which countries? In which cities? In which parts of a city? When do users need services? In the evening? On weekends? http://www.strategy-business.com/article/cs00002?pg=all Examples of questions
  38. 38. 80% of growth is explained by decisions about where to work. http://www.mckinsey.com/insights/strategy/the_art_of_strategy
  39. 39. Management’s overriding goal is to position a company and its products where the market opportunity is highest. http://ww2.cfo.com/strategy/2004/02/best-practice-doesnt-equal-best-strategy/
  40. 40. Make choices about where you will play, and where you won’t. https://hbr.org/2013/01/the-two-choices-to-make-in-str.html
  41. 41. Joan Magretta: Understanding Michael Porter: The essential guide to competition and strategy”, location 2550. When you go to a foreign market, remember that you are not trying to serve the whole market. You are looking for people who value what you do.
  42. 42. Question # 7 Which types of capital / assets / resources / competencies do you have / need? Which do you not need?
  43. 43. Further inspiration https://www.teacherspayteachers.com/Product/What-types-of-capital-are-you-developing-2244992
  44. 44. Question # 8 How are you rewarded / paid / compensated / praised / financed / funded? How are you not rewarded?
  45. 45. Further inspiration https://www.teacherspayteachers.com/Product/How-can-people-pay-2384341 https://www.teacherspayteachers.com/Product/How-should-people-be-paid-1374105
  46. 46. Question # 9 What external changes are happening that you need to adapt to?
  47. 47. 2 questions for you 1. What changes are lasting? 2. What changes are not lasting? http://edgeperspectives.typepad.com/edge_perspectives/2014/12/the-big-shift-in-strategy-part-1.html
  48. 48. Further inspiration http://www.slideshare.net/frankcalberg/pestel
  49. 49. Question # 10 How will you learn and adapt to changes?
  50. 50. In a world of accelerating change, one of our greatest imperatives is to unlearn - to challenge and ultimately abandon some of our most basic beliefs about how the world works and what is required for success. http://edgeperspectives.typepad.com/edge_perspectives/2015/01/the-big-shift-in-strategy-part-2.html
  51. 51. In a time of accelerating change, learning is essential to success. Whatever we know today is depreciating in value at an increasing rate. http://edgeperspectives.typepad.com/edge_perspectives/2015/01/the-big-shift-in-strategy-part-2.html
  52. 52. http://www.fastcompany.com/3043056/at-this-fake-hospital-linen-schlepping-droids-robo-patients-and-the-future-of-medicine Kaiser Permanente is testing new ways of curing people at a fake hospital.
  53. 53. Further inspiration https://www.teacherspayteachers.com/Product/Learning-strategies-1487708
  54. 54. https://twitter.com/frankcalberg