Exploring Strategy

1. Strategic Capabilities
Strategic Management
Course Title: Strategic Management Course No.: 501
Program: MBA 2.5 Evening Session: 2018-21
Teacher: Liaqat Javed Semester: III, Fall 2019

2. Position
• Environment ✔
• Capability ✔
• Purpose ✔
• Culture & History

3. Influence of History and Culture

4. Importance of History
•Managers’ Past Experience
•Learning from the Past
•Innovation based on historic capability
•History as legitimization

5. Path Dependency
•Early events and decisions establish ‘policy paths’
that have lasting effects on subsequent events and
decisions.
•QWERTY example
•Behaviour
•

6. Path Dependency
•Building strategy around the path dependent
capability
•Path Creation
•Management Style

7. Historical Analysis
• Chronological analysis
• Cyclical Influences
• Key events and decisions
• Historical narratives

8. Culture
• taken-for-granted assumptions and behaviours that make sense of
people’s organisational context

9. Cultural Frames of Reference

10. Geographically based cultures
• attitudes to work, authority, equality and other important factors
differ from one country to another
• Geert Hofstede
shaped by powerful cultural forces concerned with history, religion and
even climate over many centuries
Walmart in China

11. Organizational Fields
community of organisations that interact more frequently with one
another than with those outside the feld and that have developed a
shared meaning system
Recipe
a set of assumptions, norms and routines held in common within an
organisational field about the appropriate purposes and strategies of field
members
Legitimacy
meeting the expectations within an organisational feld in terms of
assumptions, behaviours and strategies.

12. Organizational Culture
• Values
• Formally stated, explicit, written
• Beliefs
• People’s feel about issues
• Behaviours
• Day – to – way
• Paradigm
• Taken for granted assumption

13. Functional/Divisional
• Organizational Subculture

14. Culture’s Influence on Strategy Development

15. Culture’s Influence on Strategy Development
• Cultural Glue
• Fuels innovation
• Captured by culture
• Managing Culture
• Culture eats strategy for breakfast.
• Mark Field

16. The Cultural Web
shows the behavioral, physical and symbolic
manifestations of a culture
Paradigm
The core of the Cultural Web. It is the set of assumptions held
in common and taken for granted in an organization.
The assumptions of the paradigm are, quite likely, very basic.

17. The Cultural Web
Paradigm
•Routines
•Rituals
•Stories
•Symbols
•Power
•Organizational Structure
•Control System

19. Stakeholders Expectations
Stakeholder Groups
Stakeholders Mapping
Stakeholders Groups

20. Stakeholders Mapping
Power vs Interest