Strategy Organizational Design Effectiveness and Managing Change.pdfSeta Wicaksana
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
Strategy Organizational Design Effectiveness and Managing Change.pdfSeta Wicaksana
Consider how organizational design is affected by The choice of goals and strategy. New goals and strategies are often selected based on environmental needs, and then top management attempts to redesign the organization to achieve those ends.
Performance measurements feedback into the internal environment, so that past performance of the organization is assessed by top management in setting new goals and strategies for the future.
Choices that top management makes about goals, strategy, and organizational design have a huge impact on organizational effectiveness.
in current ever challenging business environments adaptation in business environments requires organizations to constantly assess their strategies for success. Therefore strategic management is very much a necessity and strategic management is very much defined as a process which is ongoing on planning, monitoring, analysis and assessment of all required necessities to or for an organization needs to meet its goals and objectives.
slides include basic understanding of vision, mission, core competence, business process re-engineering, enterprise resource planning, Empowerment, cyber cop and value stream management.
This is a general introduction to market-based strategic thinking and planning.
Strategic Market-Based Planning was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Five years ago I posted the slides from the course and it was consistently one of my top viewed and downloaded presentations. I updated that content and replaced it with this slide deck.
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
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Similar to BUSINESS POLICY AND STRATEGY Unit 1&2.pptx
in current ever challenging business environments adaptation in business environments requires organizations to constantly assess their strategies for success. Therefore strategic management is very much a necessity and strategic management is very much defined as a process which is ongoing on planning, monitoring, analysis and assessment of all required necessities to or for an organization needs to meet its goals and objectives.
slides include basic understanding of vision, mission, core competence, business process re-engineering, enterprise resource planning, Empowerment, cyber cop and value stream management.
This is a general introduction to market-based strategic thinking and planning.
Strategic Market-Based Planning was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Five years ago I posted the slides from the course and it was consistently one of my top viewed and downloaded presentations. I updated that content and replaced it with this slide deck.
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
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3. “Strategy is…. The framework which guides those choices that
determine the nature and direction of an organization”
Kepner-Tregoe
4. Concept of strategy
As per Clausewitz, “Strategy is the art of the
employment of battles as a means to gain the object
of war.”
- It’s the art of the general.
- Key decisions made to meet the objectives
- relationship between strategy and tactic
5. What we need to know before formulating a
strategy?
What business are we in?
What products and services will we offer?
To whom?
At what prices?
On what terms?
Against which competitors?
On what basis will we compete?
7. THE STRATEGIC MANAGEMENT PROCESS
Develop a strategic planning model:
a) Environmental scanning
b) Evaluation of issues
c) Forecasting
d) Goal setting
e) Implementation
f) Monitoring
8. CONCEPT OF STRATEGIC MANAGEMENT
• Who am I?
• What do I Do?
• Where am I headed?
• Who all are involved in the strategic decision making proces?
9. VISION
Keeps the organization moving forward.
‘Meeting the everyday needs of people everywhere’ -Vision
statement of HUL.
~A vision statement is the first step in the strategic planning
process.
~ It fits the strengths of the organization with the market
demands and makes the organization highly competitive with
growth and profits as the rewards.
10. AIM OF VISION STATEMENT
• BUILDING MOTIVATION
• REFLECT CORE VALUES
• REALISTIC, EASILY UNDERSTOOD AND RESPONSIVE TO
CHANGE
• ENCOURAGE INITIATIVE AND ENTHUSIASM AT ALL LEVELS IN
THE ORGANIZATION
• BE ALERT FROM VISION KILLERS
11. MISSION
~ It is the founders’ intentions at the outset of the organization-
what they wanted to achieve.
~ In the dynamic environment of today, it must be re-examined
and refreshed periodically.
~ Even the most exciting vision will remain only a dream unless it
is followed up with striving, building and improving ‘mission
statement’.
12. AIM OF MIISION STATEMENT
~ It is a statement of purpose and function
~ It sets the organization apart from others.
~ They give meaning to the reason for being, value-add, and
define the business of the organization.
~ A well crafted mission statement must be narrow enough to
specify the real area of interest.
13. COMPONENTS OF MISSION STATEMENT
• THE KEY MARKET
• CONTRIBUTION
• DISTINCTION
Ranbaxy “ Our mission is to become a research-based
international pharmaceutical company”
14. “ To offer the fast food customer food prepared in the same high
quality worldwide, tasty and reasonably priced, delivered in a
consistent low key décor and friendly manner.”
15. HOW TO PREPARE VISION AND MISSION
STATEMENTS
Through Brain stroming and blue sky days.
These statements give a common sense and purpose across the
organization. it provides an explicit depiction of values to guide the
organization in chossing among competing priorities, thereby setting
the organization apart from others.
16. GOALS & OBJECTIVES
GOALS OBJECTIVES
Denote what an organization hopes to
accomplish in a future period of time
Are the ends that state specifically how
the goals shall be achieved.
They represent the future state or
ourcome of effort and are generalized
They are concrete and specific
A broad category of financial and non-
financial issues are addressed by the goals
that a firm sets. Often qualitative in
nature
They are measurable and comparable and
make the goals operational. Often
quantitative in nature.
17. ORGANIZATIONAL OBJECTIVES
• Strategic/Corporate objectives(no fixed time
horizon)- Long term market position but no sure shot
short term gains
• Business Process Objectives(4-5 years)- short term
objectives, developed at allthe levels. Measurable,
time bound. Categories to be considered: Marketing,
products, operations, HR, community etc.
• Operational objectives/KRAs(1-2 years)- Areas where
performance is essential for the ongoing success of
the organization. Revised regularly.
18. Issues to be kept in mindwhile setting objectives
• Balance your objectives-all functional areas to be
involved.
• Multiplicity of objectives- short list
• Theme for objectives- single theme
• Use result oriented instead of activity oriented
objectives
• Quantify your objectives
• Network objectives, link them together
• Make them challenging but attainable
• SMART formula
26. Porter's five forces model
• Central competitive force(Industry competitors)
• Threat of new entrants
• Threat of substitutes
• Bargaining power of buyers
• Bargaining power of suppliers
27.
28. What is value chain analysis?
• The value chain, also known as value chain analysis,
is a concept from business management that was first
described and popularized by Michael Porter.
• A value chain is a chain of activities for a firm
operating in a specific industry.
• Reveals opportunities to add value by improving cost,
responsiveness to customers, efficiency, quality,
reliability and integrity.
29. What is value chain analysis?
• Used to identify sources of competitive advantage
• Specifically:
• Opportunities to secure cost advantages
• Opportunities to create product/service differentiation
• Includes the value-creating activities of all industry
participants
30. Activities
• Value activities: the physically and technologically
distinct activities a firm performs.
• The primary activities include: inbound logistics,
operations (production), outbound logistics,
marketing and sales (demand), and services
(maintenance).
• The support activities include: administrative
infrastructure management, human resource
management, technology (R&D), and procurement.
The costs and value drivers are identified for each
value activity.
32. ENVIRONMENTAL FACTORS
• Need & Characteristics
Environmental factors can be explained as identifiable elements within
the cultural, economic, demographic, physical, technological
or ,political environment that effects growth, operations and survival of
an organization. Environmental factors can be both internal as well
external for the business. External factors can include economic and
technological factors whereas; internal factors may include value
system, objectives or internal relationships of a business.
33. CATEGORIZATION OF ENVIRONMENTAL
FACTORS
• Environmental policies- are considered the major external factor.
Environmental policy impacts businesses because the law implies
organizations to change their operational procedures and equipment so as to
meet those standards which can cost businesses some good amount of money.
• Climate Change- Climate change became an insidious threat to businesses as
its pace can be recognized only when it is taken into consideration on the basis
of decade-after-decade.
• Green Agenda. Business-related activities impact the environment; however,
the environment also has an effect on businesses and the market
environment. Now enterprises have realized that in order to achieve business
goals, there is a need to draft environmental-friendly policies.
34. • Pollution. Pollution can also have an impact over business strategies. Pollution
may cause some major environmental events which can result in the disruption
of supply chains or an increase in the cost of raw material.
• Availability of natural resources. Amongst external environment factors, this
factor refers to the physical environment of a business. Natural resources are
very important for most businesses and many corporations have natural
resources as their major raw material.
• Recycling. Recycling is another aspect of a greener environment. The cost of
dumping waste in landfills is increasing and is resulting in not only shortage of
wastages but, it also provides harm to the environment.
• Waste Disposal. Although, there has been a positive trend towards recycling of
waste materials, still there is several businesses which dump wastage in
landfills. This not only increases their cost of dumping waste but, is also
harmful to the environment in which the business operates