Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Management consultant toolkit in Powerpoint & Excel created by ex-Deloitte & McKinsey Consultants. Huge time saver.
Download the toolkit at www.slidebooks.com
We are facing a huge, worldwide misalignment between the existing skills base and the demands of the global economy, resulting from a fundamental mismatch between the nature of the competences owned by the workforce and those required by their prospective employers.
Closing this gap will require self-driven, agile lifelong learning as a response to the fast changing requirements of the business environment triggered by fast-paced technological innovation.
Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
Strategic Thinking is critical to all aspects of planning, budgeting, and policy development and analysis in private, nonprofit, and government organizations of all sizes. This brief overview contains the 12 critical components of Strategic Thinking and comparisons with conventional ideas.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Management consultant toolkit in Powerpoint & Excel created by ex-Deloitte & McKinsey Consultants. Huge time saver.
Download the toolkit at www.slidebooks.com
We are facing a huge, worldwide misalignment between the existing skills base and the demands of the global economy, resulting from a fundamental mismatch between the nature of the competences owned by the workforce and those required by their prospective employers.
Closing this gap will require self-driven, agile lifelong learning as a response to the fast changing requirements of the business environment triggered by fast-paced technological innovation.
Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
Strategic Thinking is critical to all aspects of planning, budgeting, and policy development and analysis in private, nonprofit, and government organizations of all sizes. This brief overview contains the 12 critical components of Strategic Thinking and comparisons with conventional ideas.
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Strategic Thinking is critical to the long term success of organizations. But how can you develop these skills in your managers and leaders? Here, we introduce how focusing on strategic management skills can provide a framework. And we provide 5 tips for ensuring the you implement a successful approach to strategic management training.
Whether you are in sales, management, professional, support or leadership, if you too know how to be effective, your income will rise. Sun Tzu in the Art of War taught us to win before the battle, and best of all, to win without fighting. Andy Ng is a Trainer with www.asiatrainers.com
Slide deck from a two day workshop on Strategic Thinking, utilizing HBR Case Studies on Huawei and Apple to illustrate the strategic challenges in the global high tech industry. We were intending a mind shift from static conceptions of strategy toward "sense and response", biological systems thus strategy as a dynamic conception.
is the periodic process of developing a set of steps for an organization to accomplish its mission and vision using strategic thinking.
Putting the pieces of the puzzle together.
provides a sequential, step-by-step process for creating a strategy,
involves periodic group strategic thinking (brainstorming) sessions,
requires data/information, but incorporates consensus and judgment,
establishes organizational focus,
facilitates consistent decision making,
reaches consensus on what is required to fit the organization with the external environment, and
results in a documented strategic plan
Risk Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants specialized in risk management. It will help you easily identify, assess, prioritize and mitigate the key risks & issues of your project or company. It includes all the Frameworks, Tools & Templates to help your increase your risk management skills and the risk management capability of your company. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
What is strategic planning?
Identify and explain different levels of planning in organisations.
Understand the relationship between corporate & functional plans.
What should be included in the strategic plan?
Evaluate the role of strategic planning.
What are the benefits of strategic planning to the firm?
What challenges are associated with strategic planning?
We all know VUCA when we see it (just watch the news)
But how do you know you are managing it well?
We can all describe the situations
But what comparisons can we make to illustrate how to, and how not to manage it
Do you really “get it” in a way you can action?
This document is an attempt to highlight differences between those that get it, from those who don’t.
www.bloomport.com
In a VUCA World – one characterized by Volatility, Uncertainty, Complexity, and Ambiguity – the traditional approach of applying well-practised set of processes, methods and tools to a well understood and clearly defined problem simply doesn’t work. Adaptive challenges are the ‘wicked problems’ that organizations face. They are messy, boundaries aren’t clear and they tend to be systemic in nature. They require resources to be mobilized (whether you control the resources or not) in areas where there is limited experience in how to think through to the answer. So how then can organizations disrupt themselves? What's needed and what's required?
7th Cairo Marketing Club (Good & Bad strategy) by Dr. Haytham MohamedMahmoud Bahgat
#Mahmoud_Bahgat
#Marketing_Club
Join us by WhatsApp to me 00966568654916
*اشترك في صفحة ال Marketing Club* عالفيسبوك
https://www.facebook.com/MarketingTipsPAGE/
*اشترك في جروب ال Marketing Club* عالفيسبوك
https://www.facebook.com/groups/837318003074869/
*Marketing Club Middle East*
25 Meetings in 6 Cities in 1 year & 2 months
Since October 2015
*We have 6 groups whatsapp*
*for almost 600 marketers*
From all middle east
*since 5 years*
& now 10 more groups
For Marketing Club Lovers as future Marketers
أهم حاجة الشروط
*Only marketers*
From all Industries
No students
*No sales*
*No hotels Reps*
*No restaurants Reps*
*No Travel Agents*
*No Advertising Agencies*
*Many have asked to Attend the Club*
((We Wish All can Attend,But Cant..))
*Criteria of Marketing Club Members*
•••••••••••••••••••••••••••••••••••••
For Better Harmony & Mind set.
*Must be only Marketer*
*Also Previous Marketing experience*
●Business Managers
●Country Manager,GM
●Directors, CEO
Are most welcomed to add Value to us.
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
Not Med Rep,
Not Key Account,
Not Product Specialist,
Not Sales Supervisor,
Not Sales Manager,
●●●●●●●●●●●●●●●●●●
But till you become a marketer
you can join other What'sApp group
*Marketing Lover Future Club Group*
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
For Conflict of Intrest
*Also Can't attend*
If Working in
*Marketing Services Provider*
=not *Hotel* Marketers
=not *Restaurant* Marketers
=not *Advertising* Marketer
=not *Event Manager*
=not *Market Researcher*.
■■■■■■■■■■■■■■■■
■■■■■■■■■■■■■■■■
*this Club for Only Marketers*
Very Soon we will have
*Business Leaders Club*
For Sales Managers & Directors
Will be Not for Markters
●●●●●●●●●●●●●●●●●●●●
■ *Only Marketers* ■
*& EPS Marketing Diploma*
●●●●●●●●●●●●●●●●●●●●
Confirm coming by Pvt WhatsApp
*To know the new Location*
*#Mahmoud_Bahgat*
00966568654916
*#Marketing_Club*
http://goo.gl/forms/RfskGzDslP
*اشترك بصفحة جمعية الصيادلة المصريين* عالفيسبوك
https://lnkd.in/fucnv_5
■ *Bahgat Facbook Page*
https://lnkd.in/fVAdubA
■ *Bahgat Linkedin*
https://lnkd.in/fvDQXuG
■ *Bahgat Twitter*
https://lnkd.in/fmNC72T
■ *Bahgat YouTube Channel*
https://www.Youtube.com /mahmoud bahgat
■ *Bahgat Instagram*
https://lnkd.in/fmWPXrY
■ *Bahgat SnapChat*
https://lnkd.in/f6GR-mR
*#Mahmoud_Bahgat*
*#Legendary_ADLAND*
www.TheLegendary.info
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Strategic Thinking is critical to the long term success of organizations. But how can you develop these skills in your managers and leaders? Here, we introduce how focusing on strategic management skills can provide a framework. And we provide 5 tips for ensuring the you implement a successful approach to strategic management training.
Whether you are in sales, management, professional, support or leadership, if you too know how to be effective, your income will rise. Sun Tzu in the Art of War taught us to win before the battle, and best of all, to win without fighting. Andy Ng is a Trainer with www.asiatrainers.com
Slide deck from a two day workshop on Strategic Thinking, utilizing HBR Case Studies on Huawei and Apple to illustrate the strategic challenges in the global high tech industry. We were intending a mind shift from static conceptions of strategy toward "sense and response", biological systems thus strategy as a dynamic conception.
is the periodic process of developing a set of steps for an organization to accomplish its mission and vision using strategic thinking.
Putting the pieces of the puzzle together.
provides a sequential, step-by-step process for creating a strategy,
involves periodic group strategic thinking (brainstorming) sessions,
requires data/information, but incorporates consensus and judgment,
establishes organizational focus,
facilitates consistent decision making,
reaches consensus on what is required to fit the organization with the external environment, and
results in a documented strategic plan
Risk Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants specialized in risk management. It will help you easily identify, assess, prioritize and mitigate the key risks & issues of your project or company. It includes all the Frameworks, Tools & Templates to help your increase your risk management skills and the risk management capability of your company. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
What is strategic planning?
Identify and explain different levels of planning in organisations.
Understand the relationship between corporate & functional plans.
What should be included in the strategic plan?
Evaluate the role of strategic planning.
What are the benefits of strategic planning to the firm?
What challenges are associated with strategic planning?
We all know VUCA when we see it (just watch the news)
But how do you know you are managing it well?
We can all describe the situations
But what comparisons can we make to illustrate how to, and how not to manage it
Do you really “get it” in a way you can action?
This document is an attempt to highlight differences between those that get it, from those who don’t.
www.bloomport.com
In a VUCA World – one characterized by Volatility, Uncertainty, Complexity, and Ambiguity – the traditional approach of applying well-practised set of processes, methods and tools to a well understood and clearly defined problem simply doesn’t work. Adaptive challenges are the ‘wicked problems’ that organizations face. They are messy, boundaries aren’t clear and they tend to be systemic in nature. They require resources to be mobilized (whether you control the resources or not) in areas where there is limited experience in how to think through to the answer. So how then can organizations disrupt themselves? What's needed and what's required?
7th Cairo Marketing Club (Good & Bad strategy) by Dr. Haytham MohamedMahmoud Bahgat
#Mahmoud_Bahgat
#Marketing_Club
Join us by WhatsApp to me 00966568654916
*اشترك في صفحة ال Marketing Club* عالفيسبوك
https://www.facebook.com/MarketingTipsPAGE/
*اشترك في جروب ال Marketing Club* عالفيسبوك
https://www.facebook.com/groups/837318003074869/
*Marketing Club Middle East*
25 Meetings in 6 Cities in 1 year & 2 months
Since October 2015
*We have 6 groups whatsapp*
*for almost 600 marketers*
From all middle east
*since 5 years*
& now 10 more groups
For Marketing Club Lovers as future Marketers
أهم حاجة الشروط
*Only marketers*
From all Industries
No students
*No sales*
*No hotels Reps*
*No restaurants Reps*
*No Travel Agents*
*No Advertising Agencies*
*Many have asked to Attend the Club*
((We Wish All can Attend,But Cant..))
*Criteria of Marketing Club Members*
•••••••••••••••••••••••••••••••••••••
For Better Harmony & Mind set.
*Must be only Marketer*
*Also Previous Marketing experience*
●Business Managers
●Country Manager,GM
●Directors, CEO
Are most welcomed to add Value to us.
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
Not Med Rep,
Not Key Account,
Not Product Specialist,
Not Sales Supervisor,
Not Sales Manager,
●●●●●●●●●●●●●●●●●●
But till you become a marketer
you can join other What'sApp group
*Marketing Lover Future Club Group*
■■■■■■■■■■■■■■■■
《 *Unmatched Criteria*》
For Conflict of Intrest
*Also Can't attend*
If Working in
*Marketing Services Provider*
=not *Hotel* Marketers
=not *Restaurant* Marketers
=not *Advertising* Marketer
=not *Event Manager*
=not *Market Researcher*.
■■■■■■■■■■■■■■■■
■■■■■■■■■■■■■■■■
*this Club for Only Marketers*
Very Soon we will have
*Business Leaders Club*
For Sales Managers & Directors
Will be Not for Markters
●●●●●●●●●●●●●●●●●●●●
■ *Only Marketers* ■
*& EPS Marketing Diploma*
●●●●●●●●●●●●●●●●●●●●
Confirm coming by Pvt WhatsApp
*To know the new Location*
*#Mahmoud_Bahgat*
00966568654916
*#Marketing_Club*
http://goo.gl/forms/RfskGzDslP
*اشترك بصفحة جمعية الصيادلة المصريين* عالفيسبوك
https://lnkd.in/fucnv_5
■ *Bahgat Facbook Page*
https://lnkd.in/fVAdubA
■ *Bahgat Linkedin*
https://lnkd.in/fvDQXuG
■ *Bahgat Twitter*
https://lnkd.in/fmNC72T
■ *Bahgat YouTube Channel*
https://www.Youtube.com /mahmoud bahgat
■ *Bahgat Instagram*
https://lnkd.in/fmWPXrY
■ *Bahgat SnapChat*
https://lnkd.in/f6GR-mR
*#Mahmoud_Bahgat*
*#Legendary_ADLAND*
www.TheLegendary.info
A talk by Tim Basadur and Ellen Moran PhD
Basadur Applied Innovation & Leadership Dialogues
Many companies are returning to a changed business context and need to quickly solve a range of new problems or reinvent their products and services. This is an exciting opportunity to innovate. Many fewer recognize that achieving these creative results efficiently requires an effective process, specific skills and tools, and the right blend of thinking styles working in sync with one another. When any of these are lacking, teams may struggle to innovate. To help leaders, business owners and HR professionals engage these challenges, Ellen Moran and Tim Basadur will provide an introduction to the Simplexity Method for Applied Innovation which is designed to enable teams and organizations to achieve innovative results quickly.
Session Outcomes:
• Discover the necessary elements for innovative results – The Innovative Results Equation • Learn the four creative problem-solving preferences of team members and how their way of interacting can be a facilitator or roadblock for team innovation. • Understand the four-stage innovation process to move teams through problem-finding, problem-defining, problem solving and solution implementation in a way that drives strong team alignment and commitment. • Leave with practical tools and frameworks that can immediately boost creative collaboration where you work.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/unleashing-the-creative-potential-of-your-teams/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
Presentation I gave to a high-growth startup with my perspectives on high-growth companies and how to manage the challenges that come with high growth.
The new Golden Rule in Sales is: "Give your customers the ability to do what they can’t currently do but would want to if they only knew it was possible." That means you need to lift your customers out of their status quo by challenging their thinking with business and industry insights. Think like an Entrepreneur and focus on the future and future business outcomes that your customers want to achieve. Entrepreneurs sell business outcomes. Entrepreneurial selling: 5 Secrets to Sales Success
Recent research shows that companies engaging in quarterly goal-setting processes are almost four times more likely to be at the top of their industry compared with those utilizing an annual planning cycle. Find out how these high-performing organizations build strategic-thinking frameworks and incorporate regular goal-setting, giving them the flexibility to adjust their plans as circumstances change or new information arises. Go beyond the yearly plan and see how to think more strategically within the rhythm of your day-to-day responsibilities. Leave with a set of practical steps you can take to help your organization accomplish its goals.
Colleges That Thrive: Essential Qualities and CharacteristicsStamats
Essential qualities and characteristics of colleges and universities who will thrive amid the tumultuous times in higher education. Contact Sara.Henton@stamats.com for additional information.
A war council is held to decide on a course of action when matters of great importance must be decided, consensus must be reached, or when a leader is unsure of his position. In capture and proposal efforts, teams battle to gain insight into opportunities. Gate reviews should be treated as war councils that examine critical decisions and build information from one review to the next to develop a complete picture of the opportunity. Many teams do not achieve this level of discussion, nor do they thoroughly examine what they do and don’t know, where and how to gather needed information, and how to advance their strategic goals. Teams fail to engage senior management in key discussions that could change the game. This session explores how to build compelling gate reviews, when to hold them, and how to generate strategic discussions. It explores material that should be presented and discusses how to build that material through capture so the team can determine its proposal readiness.
A Growth Mindset. Your Job is Selling Change. Sell the problem, not the Solution. Marketing Today Becomes Sales Tomorrow. What Great Salespeople Do Differently. Closing with Confidence: Personal Sales Skills Action Plan
Business strategy from michael porter to blue oceans to what's the problemMichaelcmcdermott
MBA students and Business Majors this presentation introduces you to the leading strategy gurus over the past few decades. Michael Porter, generic strategy, Blue Ocean Strategy, and more are examined in this easy to follow presentation
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2. “A hallmark of true expertise and insight is
making a complex subject understandable”
Client to Consultant: “So I am paying you to ask me
questions”
Consultant to Client: “Absolutely! Without these questions
you are not identifying your main challenges”
4. Strategy and Two Popular
Misconceptions
1. Strategy is formulaic or
mechanistic
2. Strategy is goal-setting
mcdermottm1@nku.edu
4
5. The Three Key Hallmarks of Fake
Strategy
Failure to Face
the Challenge
Mistaking Goals
for Strategy
Bad Strategic
Objectives
• You must define the challenge
• If you cannot define the challenge, you
cannot evaluate the strategy or improve it
• Do not confuse desire with a plan to
overcome obstacles
• Fail to address critical issues
• Objectives are impracticable
mcdermottm1@nku.edu
5
6. Bad Strategy in 3D
The Focus is on 3D
• Desire;
• Drive; and
• Determination
mcdermottm1@nku.edu
6
7. The 3d Essence of Bad Strategy
Desire
Drive
mcdermottm1@nku.edu
Determination
7
8. Incoherence:
The Essence of Bad Strategy
• At best pursuing multiple unconnected
objectives
• At its worst, it involves pursuing conflicting
objectives
mcdermottm1@nku.edu
8
9. The Cost of Bad Strategy
It is a source of
weakness
because it is
incoherent
mcdermottm1@nku.edu
9
10. So what is Genuine or
Good Strategy?
mcdermottm1@nku.edu
10
11. Essence of Genuine Strategy:
The D² rule
• Avoid Dumb
• Focus upon Direction
mcdermottm1@nku.edu
11
12. The Essence of Good Strategy
Direction
mcdermottm1@nku.edu
12
13. What is Direction?
• It’s focus
• And this can
only be
obtained by
making choices
mcdermottm1@nku.edu
13
18. Pre-requisite for Genuine Strategy:
Define the challenge
• If you apply careful consideration and define
then challenge then you are well on the road to
good strategy
• If you fail to identify and analyze the
obstacles, you cannot have a strategy.
– Instead, you have either a stretch goal, a budget, or
a list of things you wish would happen”
mcdermottm1@nku.edu
18
19. The Absence of Good Strategy
Explained
Good Strategy
Bad Strategy
• Begins with the • Begins with an
admission that
implicit denial
there is always a
that there is any
specific problem
specific problem
mcdermottm1@nku.edu
19
20. Essence of Good Strategy
Diagnosis
Guiding
Policy
(the signpost
indicating future
direction)
mcdermottm1@nku.edu
Coherent
Action
20
21. Strategy is the Path
• The How
• The Why
(Genuine) • The Where
Strategy • The When
• The Who
mcdermottm1@nku.edu
21
22. What is Genuine Strategy?
• A cohesive response to an important challenge
• A genuine or good strategy must therefore
include the details – the actions to be
implemented
• Strategy is not grandiose goals – it’s about how
an organization will move forward
mcdermottm1@nku.edu
22
23. Developing Genuine or
Good Strategy
• It emerges from identifying
one or two critical issues in the
situation and then focuses and
concentrates action and
resources on them.
mcdermottm1@nku.edu
23
24. Bad Strategy vs Good Strategy
Bad Strategy:
Widespread
Good Strategy: Rare
• Urges achievement of a
goal…but nothing else
• It’s essentially wishful
thinking
• ‘Problems’ are glossed over;
• Tries to meet conflicting
goals and ducks making
hard choices
• Is honest in identifying
challenges
• develops a cohesive
approach to overcome them
mcdermottm1@nku.edu
24
26. Coherence:
The Essence of Good Strategy
• Good strategy does NOT simply build upon
existing strength
• It is a source of strength because it is coherent
mcdermottm1@nku.edu
26
27. Strategy and Competitive
Advantage
• Competitive Advantage often arises simply by
having a genuine or good strategy
• Because most organizations have a fake or bad
strategy
– Sure they have goals but are essentially guided by
‘spend more, work harder’ mantra
mcdermottm1@nku.edu
27
28. The Advantage of Having Good
Strategy
• Focus – as it is
so unexpected
by rivals
• And as such
identifies the
“don’ts” as well
as the “do’s”
mcdermottm1@nku.edu
28
30. Remember
it's just as important to decide
what not to do in business as
it is to determine what to do
mcdermottm1@nku.edu
30
31. What makes for a good strategy?
• Harnessing power and applying it where it will
have greatest effect
• We can find good examples of this
mcdermottm1@nku.edu
31
32. Sources of Power:
Leverage
Strategic leverage arises from a mixture of:
1. Anticipation
2. Insight into what is most pivotal or critical in
a situation;
3. Making a concentrated application of effort
mcdermottm1@nku.edu
32
33. OK. I now get it. Strategy and
goals are two different
things.
mcdermottm1@nku.edu
33
35. But business success is
simply about being
better. Isn’t it?
mcdermottm1@nku.edu
35
36. The “Being Better” Argument
• In order to succeed, it’s true you do need to
possess at least one advantage:
• Better
• Cheaper
• Faster
• Richer
• Stronger
mcdermottm1@nku.edu
36
37. The “Being Better” Argument
• But simply ‘being better’ provides only shortlived success
• The ‘better’ is based only on operations
mcdermottm1@nku.edu
37
38. Three Questions
1. What biblical story do you most associate with
an underdog defying expectations to beat a more
impressive opponent?
2. Who is the greatest boxer of all time, and indeed
considered the greatest sportsman of the 20th
century?
3. Who are considered the greatest ever football
(i.e. soccer) team?
mcdermottm1@nku.edu
38
40. What explains their success?
Their success was based
upon Genuine Strategy
mcdermottm1@nku.edu
40
41. Example 1: David vs Goliath
David
• Youthful
• Inexperienced in hand-tohand conflict
• Physically weak
• No protection
Goliath
• Mature
• Experienced in hand-tohand conflict
• Physically strong
• Heavily protected
mcdermottm1@nku.edu
41
42. Example 1: David vs Goliath
• If David is to win, he
only had one
option…and his insight
enabled him to identify
that fact
• Goliath – classic case of
‘brawn and no brain’
mcdermottm1@nku.edu
42
43. Lessons from David vs Goliath
Smarter can
beat better
• Good strategy comes
from fresh insight into
strengths and
weaknesses, and
opportunities and threats
mcdermottm1@nku.edu
43
44. Facing ‘Goliath’
• So developing a strategy to topple the
‘invincible’ is not easy
• Do you try and copy the best – but the core
competence of the best is always hard to
imitate
• Or do you have to invent a superior solution?
mcdermottm1@nku.edu
44
45. Example 2: Ali vs Foreman
World Heavyweight Championship Fight, Zaire,
October 1974
The Challenger
32 years of age
mcdermottm1@nku.edu
The Defending World Champion
25 years of age
45
46. Ali vs Foreman:
Comparison Based Upon the ‘Better’ argument
Ali
Foreman
• Former World Champion
• Past success was based on
being ‘better’
• Past his peak in terms of
being ‘better’
• 32 years of age
• Making a comeback after
years without competitive
fights
• Defending World Champion
• Present success was based
on being better
• At his peak
• 25 years of age
• Getting better with each
fight
mcdermottm1@nku.edu
46
50. Ali vs Foreman
•
•
•
•
•
Two boxers
One, the defending world champion
The other, the former, older champion
One Common goal
Two Different Strategies
– Ali – Good Strategy
– Foreman – Bad Strategy
mcdermottm1@nku.edu
50
51. Ali vs Foreman
Ali Practiced Good Strategy
George relied on Bad Strategy
• diagnosed his critical problem
• He could no longer “float like
a butterfly, sting like a bee”
over 15 rounds against a
younger opponent
• The 3D Effect
• So he developed an action plan
to overcome his critical
weakness
• Rope-a-dope
mcdermottm1@nku.edu
51
52. Rope a
Dope
Ali Wins by a
Knockout in
Round 8.
Foreman had run
out of steam.
mcdermottm1@nku.edu
52
53. Two Vital Lessons from
Ali vs Foreman
1.
Even the very best
are eventually
overtaken;
2.
If they are to
continue winning,
they need genuine
strategy
mcdermottm1@nku.edu
53
54. Lessons from “Rope-a-dope”
• Exhaust your rival’s
resources through
suckering them into
constant expenditure of
ineffective yet
debilitating effort
• When you look at the
market for some
products, do we see that
the market leader is
employing the “rope-adope”?
mcdermottm1@nku.edu
54
55. Example 3:
Barcelona’s Dominance of World Soccer
• The present Barcelona side, Spanish and
European champions, are considered the greatest
team of all time;
• It features Lionel Messi (born 24 June 1987), the
World Footballer of the Year (2009, 2010)
• Spain, current European and World Champions, is
heavily dependent upon Barca players
mcdermottm1@nku.edu
55
56. Example 3:
Barcelona and Spain’s Dominance of World
Soccer
This example shows that this success is
based upon a genuine strategy that
was developed 40 years ago
mcdermottm1@nku.edu
56
57. Example 3:
Barcelona and The Dutch Legacy
• In the early 1970s, Barcelona was managed by
Dutch coach, Rinus Michels
• He bought the player Johan Cruyff – ‘the Messi’
of his generation
• Cruyff managed Barcelona in the late 1980s-mid
1990s
• One of his key players was Josep Guardiola,
manager of Barcelona since 2008
• Today the present Barca team are hailed as the
greatest ever side
mcdermottm1@nku.edu
57
58. Example 3:
Barcelona and The Dutch Legacy
• In 1970 Brazil beat Italy 4-1 in the soccer
World Cup final in Mexico
• The Brazilian team was considered invincible
• The next World Cup was in Germany in 1974
• But how could anyone beat Brazil?
mcdermottm1@nku.edu
58
59. Example 3:
The Dutch Influence on Soccer
• Rinus Michels, the coach of the Dutch national
team, concluded that no one could match
Brazil
• So a radical new approach was required
• He invented ‘total football’
• At the heart of this new system was the player
Johan Cruyff
mcdermottm1@nku.edu
59
60. Total Football Defined
• In Total Football, a player who moves out of
his position is replaced by another from his
team, thus retaining the team's intended
organisational structure. In this fluid system,
no outfield player is fixed in a nominal role;
anyone can be successively an attacker, a
midfielder and a defender. The only player
fixed in a nominal position is the goalkeeper.
mcdermottm1@nku.edu
60
61. The Immediate Outcome
• In 1974 Holland beat Brazil but were beaten in
the final 2-1 by the host country Germany
• In 1978 Holland was again beaten in the final
by the host nation Argentina
mcdermottm1@nku.edu
61
62. Barcelona F.C:
The Lasting Legacy
• Michels introduced ‘total football’ to
Barcelona
• The commitment to ‘total football’ continued
under Cruyff
• Cruyff recognized the exceptional ability
required to implement ‘total football’
• He thus established in 1978 “La Masia”, the
youth academy to train young players in the
system from an early age
mcdermottm1@nku.edu
62
63. Barcelona F.C:
The Lasting Legacy
• One of the first graduate from ‘‘La Masia” was
Guardiola, exceptional player and manager;
• Today’s current midfield of Xavi, Iniesta and
Fabregas are all graduates of “La Masia”;
• Messi is also a product of the youth academy
mcdermottm1@nku.edu
63
64. Barcelona F.C: The Lasting
Legacy
Barcelona F.C.
• When Barca won the
European Champions
League in 2009, 8 of the 11
players were graduates from
the youth system
Spanish National Side
• When Spain won the 2010
World Cup the 22 man
squad included 8 Barca
players and 6 were in the
starting 11 for the final
mcdermottm1@nku.edu
64
65. The Lasting Legacy:
From Total Football to Tiki-taka
Tiki-taka has been variously described as
• "a style of play based on making your way to the back of the net
through short passing and movement"
• a "short passing style in which the ball is worked carefully through
various channels, and
• a "short passing, patience and possession".
•
The style involves roaming movement and positional interchange
amongst midfielders, moving the ball in intricate patterns, and sharp,
one or two-touch passing.
mcdermottm1@nku.edu
65
66. The Lasting Legacy:
From Total Football to Tiki-taka
• One of the weaknesses of Spanish sides and the
national team was that their players were often
much smaller and less physical than players from
other nations (e.g. Northern Europe, Africa);
• Tiki-taka focuses on movement, possession and
skill
• Some of the best players for Barcelona and Spain
are physically small
mcdermottm1@nku.edu
66
67. Barcelona and Competitive
Advantage
Differentiation
• Barcelona competes through
innovation – it has
developed a unique style or
brand of football
Low Costs
• The youth academy enables
Barcelona to produce the
world’s best players at low
costs;
• This reduces the club’s need
to spend in excess of $50m
per player
mcdermottm1@nku.edu
67
68. Barcelona and Competitive
Advantage
Competition:
• competitors have so far failed
to overcome the Barcelona
system;
• This is despite the fact that
arch-rivals, Real Madrid have:
• acquired the world’s most
expensive player ($132m);
Customers:
• Barcelona is the world’s
most popular club as its
style is uniquely
entertaining;
• It has 20m ‘likes’ on
facebook, narrowly beating
Real Madrid
• the world’s highest paid soccer
manager (about $20m)
mcdermottm1@nku.edu
68
69. Barca Has Clear Core
Competencies
• “Core competencies
are the most
significant value
creating skills within
your corporation and
key areas of expertise
which are distinctive
to your company and
critical to the
company's long term
growth”.
• It can be leveraged
widely
• It’s hard for rivals to
imitate
• It’s of great value to
customers
mcdermottm1@nku.edu
69
70. 1. Multiple Lessons from Barca and
its Genuine Strategy
• It arose from a foreign idea (i.e developed in
Holland)
• It involved honest internal analysis and
identification of weakness;
• Indeed the essence of the new strategy is to render
weaknesses that cannot be overcome obsolete;
• It has received constant commitment over 40
years – even in ‘difficult’ times;
• It is now delivering the best ever results as the
original business model (i.e. total football)
evolved to ‘ticki-tacka’;
mcdermottm1@nku.edu
70
71. Multiple Lessons from Barca and its
Genuine Strategy
1. It is centered upon differentiation (i.e.
innovation);
2. The commitment to innovation compelled a
focus upon New Product Development (i.e.
the youth academy)
mcdermottm1@nku.edu
71
72. Multiple Lessons from Barca and its
Genuine Strategy
3. New superstar brands (i.e. players) are
developed at low cost and sourced locally and
internationally;
4. Costly acquisitions are seldom required
– and even when they are they are graduates of La
Masia who were allowed to join other clubs
mcdermottm1@nku.edu
72
73. Multiple Lessons from Barca and its
Genuine Strategy
5. Even when Barca is briefly overtaken by a
‘better’ team, it is without equal strategically,
so the strategy is a constant that ultimately
prevails
6. Barca may not always win, but its strategy
always delivers exceptional value to its
growing number of customers globally
mcdermottm1@nku.edu
73
74. Barca vs Real Madrid:
Genuine vs Fake Strategy
Barca
•
•
•
•
•
Genuine strategy
Commitment to core values
Consistency
Succession planning
Relies primarily upon
organic growth (i.e.
development of players and
managers)
Real Madrid
• Fake Strategy – all about
goals;
• Lacking core values
• Inconsistency
• Absence of succession
planning
• Relies primarily upon
external growth (i.e.
acquisitions of players and
managers)
mcdermottm1@nku.edu
74
75. Apple:
the corporate Equivalent to Barca
• Apple has a genuine strategy;
• At one time it struggled but remained totally
consistent to its strategy;
• It seized opportunity (i.e. the iPod) and has
refined its original strategy with each
successive product and/or service
mcdermottm1@nku.edu
75
76. Apple:
the corporate Equivalent to Barca
• Apple can/should expect to be overtaken
briefly in some areas;
• But by applying its genuine strategy it can
expect to once again come out tops
mcdermottm1@nku.edu
76
78. Conclusions
1. David was ‘smarter’ than
Goliath
2. Ali extended his success by
transitioning from ‘better’ to
‘smarter’
3. Barca relied on being ‘smarter’
to get ‘better’ and is now best
mcdermottm1@nku.edu
78
79. Conclusions
1.
2.
3.
4.
Apple was ‘smarter’ than PC
producer;
PC producers were briefly ‘better’;
But Apple was the ‘smarter’ and used
this to conquer new markets, leaving
PC producers to fight over scraps
Apple does not always have to be
‘better’ so long as it’s always
‘smarter’
mcdermottm1@nku.edu
79