The Strategic Management using tools and methodologies that will face downturns, crises and business opportunities. From Arnold Hax to Kaplan & Norton: The perfect combination of formulation and execution of the Corporate Strategy.

1. Corporate Strategy:
From Delta Model to
BSC
Strategic Management
Prof. Nivaldo Tadeu Marcusso

2. Strategic Management
AGENDA
I. Strategic Management
II. Blue Ocean
III. Delta Model
IV. Balanced Scorecard (BSC)
V. Complexity Management and Mind Maps
VI. The Complete Cycle of the Strategy
Nivaldo T. Marcusso

3. Strategic Management
Program:
1.Strategic Management:
– Strategy Management: Two Approaches
– Strategy Schools: An Overview
– Environmental Analysis
– Strategy Formulation
– Strategy Implementation
2. Delta Model
3. Blue Ocean
4.BSC
Nivaldo T. Marcusso

4. Road Map for Strategy Development
• Strategy Communication and Adapting:
– Build the timeline of the Organization to identify the
aspects of the current market position of the Company
and the needs to face the competition for the business
goals.
– PESTEL Analysis (Political, Economic, Social ,
Technology, Environmental and Legal) and identification
of the trends and impacts in your Market.
– Identify the strength and weakness of the market, the best
customers, segmentation and market penetration,
Supplies, News Entrants, products substitutive and the
behaviors of the competition.
– Identify the market opportunities to develop the new
product portfolio and new strategic positioning (products,
services and Complementors) to face the competition.
– Communicate the Mission of the Organization
Nivaldo T. Marcusso

5. The Tree of Business
From Strong Roots To Superior Results
Deliver Superior Value
Marketing, Selling, “Profits should be a reflection not of a corporate
greed but a vote of confidence from society that
Servicing, Partnering what is offered by the firm is valued.”
– Konosuke Matsushita
Live Your Vision
Strategies, Organization, “Vision without action is a daydream. Action
without vision is a nightmare.”
Processes, Innovation
– Japanese proverb
Strengthen Your Roots
Vision, Values,
“For every thousand hacking at the leaves of
Capabilities, Resources evil, there is one striking at the root.” – Henry
David Thoreau
© 2006 Vadim Kotelnikov
Source: Vadim Kotelnikov
Nivaldo T. Marcusso

6. Corporate Vision
Providing Purpose, Direction and Motivation
Vision is a short and inspiring statement of what your organization
intends to become and to achieve at some point in the future.
Corporate Vision May Contain Commitment to:
Creating an outstanding value for customers and other stakeholders
Developing a great new product or service
Developing a great company
Examples of Corporate Vision
GE We bring good things to life.
Ford To become the world's leading consumer company for
automotive products and services.
Microsoft To enable people and businesses throughout the world to realize
their full potential.
Ten3 To inspire innovation and help people create a better world.
Source: Vadim Kotelnikov
Nivaldo T. Marcusso

7. Mastering Your Enterprise Strategy
The Three Hierarchical Levels of Strategy
Strategy is a set of Enterprise strategy is
analytic techniques concerned with the
for understanding match between your
and influencing Corporate company’s internal
your company’s capabilities and
position in the
Strategy
its external
market place Business you should be in environment
Business Strategy
Tactics
to beat the competition
Functional Strategy
Operational methods
to implement the tactics
Source: Vadim Kotelnikov Nivaldo T. Marcusso

8. The Corporate Strategy Logic
Strategy Pyramid (old) vs. Strategy Stretch (new)
STRATEGY PYRAMID STRATEGY STRETCH
Top-down Top-down + Bottom-up
Strategic Intent
Vision
Mission
Goals Challenges
Strategies
Tactics Opportunities
Action plans
Old Strategy-based New Opportunity-driven
Business Development Model Business Development Model
• Effective in known & stable environment • Effective in new & unstable environment
Source: Vadim Kotelnikov
• Builds on existing competencies • Builds on new competencies T. Marcusso
Nivaldo

9. Opportunity-driven Business Development
Choosing Between Strategy and Opportunity Approach
Use Strategy Approach Use Opportunity Approach
Known environment Unknown environment
Stable environment Unstable environment
Building on existing
Building on new competences,
competencies, capabilities,
capabilities, products, markets
products, markets
Need consolidation Need rapid growth
Need stability and certainty Need change, accept uncertainty
Established capacity for
Lack capacity for flexibility,
flexibility, corporate venturing,
corporate venturing, and speed
and speed 1000ventures.com
Adapted from “Changing Strategic Direction”, Peter Skat-Rørdam Nivaldo T. Marcusso

10. Strategic Management
Strategic Programming Model for Stable Environment
STRATEGY
FORMULATION FEEDBACK LOOP
Identify
Evaluate Results
Mission
Derive
Objectives STRATEGY IMPLEMENTATION
Identify Create Master Establish Master
Alternative Strategies Plans/Programs Budget
Evaluate Create Medium-Run Establish Medium-Run
Alternatives Plans/Programs Operating Budgets
Select Create Short-Term Establish Short-Term
Preferred Alternatives Plans/Programs Tactical Budgets
Source: Vadim Kotelnikov
Adapted from “Strategic Management”, Alex Miller Nivaldo T. Marcusso

11. FutureStep
Strategic Management for Adaptive Organizations
STRATEGIC STRATEGY STRATEGY
DIAGNOSIS DEVELOPMENT IMPLEMENTATION
1. Process 2. 6. Ecosystem 10. Development of the
planning Strategic modeling strategic agenda
and issues
7. Scenario 11. Identification of
kick-off scan
building key change initiatives
5. Mobilizing 9. Strategic
for change gaming and simulation
3. Fact 4. Capability
finding assessment 8. Strategic 12. Identification of
and and option building strategic triggers
analysis prognosis
Source: Vadim Kotelnikov
Adapted from “Managing Complexity”, Robin Wood Nivaldo T. Marcusso

12. Business-level Strategy
Four Categories of Business Tactics
Anticipatory Tactics Tactics of Engagement
PREEMPTION ATTACK
Pioneering Frontal assault
Offensive
Attacking yourself Flanking maneuver
Tactics
Intimidation Guerilla warfare
Capture Siege warfare
DETERRENCE RESPONSE
Raising structural barriers Counterattack
Defensive
Expected retaliation Fast follower
Tactics
Discouraging attacks Retrenchment
Diplomatic peacekeeping Withdrawal
Source: Vadim Kotelnikov
Adapted from: “Strategic Management”, Alex Miller Nivaldo T. Marcusso

13. Strategic Management
Strategy Programming vs. Strategy Innovation
STRATEGY PROGRAMMING STRATEGY INNOVATION
Strategy Strategy Analysis & Strategic Learning
Analysis
Formulation Implementation Dynamic Strategy Formulation
Experimental Strategy Implementation
AREAS OF EFFECTIVE APPLICATION
CONDITIONS STRATEGY PROGRAMMING STRATEGY INNOVATION
Environment Simple & stable Complex & dynamic
Organization Unadaptive Adaptive
Change Slow Fast
Innovation Incremental Radical
Source: Vadim Kotelnikov
Nivaldo T. Marcusso

14. Strategic Management
Source: Premium Execution, Kaplan & Norton, 2008
Nivaldo T. Marcusso

15. Strategic Management
Source: Premium Execution, Kaplan & Norton, 2008
Nivaldo T. Marcusso

16. Strategic Management
Source: Premium Execution, Kaplan & Norton, 2008
Nivaldo T. Marcusso

17. Strategic Management
Source: Premium Execution, Kaplan & Norton, 2008
Nivaldo T. Marcusso

18. Strategic Management
Source: Premium Execution, Kaplan & Norton, 2008
Nivaldo T. Marcusso

19. Strategy
• Source:
MBA – Curso Prático de Estratégia (Liam Fahey, Robert M. Randall)
A Arte da Guerra (Sun Tzu)
Strategy Safari – A Guide Tour Throught The Wilds of Strategic
Management (Henry Mintzberg)
Strategy Bites Back (Henry Mintzberg)
A Estratégia e o Cenário dos Negócios (Pankaj Chemawat)
Strategy is Destiny (Robert A. Burgelman)
Execution – The Discipline of Getting Things Done (Larry Bossidy & Ram
Charan)
Mapas Estratégicos (Robert Kaplan e David Norton)
Estratégia Empresarial – Prof. Armando Matiolli
O Balanced Scorecard - Prof. Armando Matiolli
Alinhamento (Robert Kaplan e David Norton)
Nivaldo T. Marcusso

20. Strategy
• Source:
Ansoff. H. Igor – A nova Estratégia Empresarial
São Paulo – Atlas - 1990
Ghemawat, Pankaj – A Estratégia e o cenário de negócios
Porto Alegre – Bookman - 2000
Ohmae, Kenichi – O Estrategista em Ação
São Paulo – Pioneira - 1985
Porter, Michael E. – Estratégia Competitiva
Rio de Janeiro – Campus - 1986
Porter, Michael E. – Vantagem Competitiva
Rio de Janeiro – Campus - 1990
Porter, Michael E. – What is Strategy?
Boston – Harvard Business Review – Nov/Dez. 1996
Nivaldo T. Marcusso

21. Strategy
• Source:
A Estratégia do Oceano Azul (W. Chan Kin e Renée Mauborgne)
Balanced Scorecard e a Gestão do Capital Intelectual (José
Francisco Resende)
Balanced Scorecard e a Gestão Estratégica (Emílio Herrero Filho)
Transformando Conhecimento em Resultados (Beatriz Munoz
Seca e Josep Riverola)
Peripheral Vision (George S. Day)
The Boston Consulting Group On Strategy (Carl W. Stern e
Michael S. Deimler)
The Well-Timed Strategy (Peter Navarro)
Strategy Moves (Jorge A. Vasconcelos e Sá)
Nivaldo T. Marcusso

22. Contact
• Email: tadmar@uol.com.br
• Fone: 11-87531352
• Linkedin: http://www.linkedin.com/in/marcniv
– Group: Delta Model
– Group: Praxis – Tecnologia Educacional
• Blog: www.nmarcusso.blogspot.com
• Twitter: @nmarc
Nivaldo T. Marcusso