This document provides an overview of Chapter 2 from the textbook "Mastering Strategic Management". It discusses key topics from the chapter, including defining vision and mission statements, writing SMART goals, assessing organizational performance, and understanding balanced scorecards. Various examples of company mission and vision statements are also provided and analyzed.
The document discusses strategic management and strategy. It states that strategic management helps answer why some firms outperform others by examining how actions of executives, firms, and industries influence success. Mastering strategy is both an art and a science, as various tools can analyze relationships, but creativity is also important. Intended strategies are what a firm hopes to execute, while emergent strategies arise unexpectedly in response to opportunities and challenges, and realized strategies are what a firm actually follows, incorporating both intended and emergent elements.
Making Better Joe Kilbride, Kilbride Consulting, Inc. Exce.docxsmile790243
Making Better � Joe Kilbride, Kilbride Consulting, Inc.
Excerpt from Chapter 2: Making Sense
SIPOC (Customer-Supplier Chain)
What is it?
A method used to clarify the value chain in which you
operate. It is often used to:
♦ Develop team purpose or mission
♦ Identify possible “quick hit” opportunities to eliminate
some non value-added outputs
♦ Select a core process to redesign
♦ Clarity key customer or supplier relationships needing
improvement
The name SIPOC derives from the content of the chain:
Suppliers, Inputs, Processes, Outputs, Customers.
How do I use It?
� Identify the team or organizational unit for which the
SIPOC chain is being developed.
Inevitably this chain is a sub-unit of other, larger chains
and has sub-chains within it. Use your judgment to
decide the proper level of perspective, but it is
generally best to focus on the SIPOC of the group
completing the chain.
� Clarify roles and allow 30-60 minutes to complete the
chain.
� Brainstorm to fill the SIPOC one category at a time.
HINT: Suppliers and Customers are WHOs,
Inputs and Outputs are WHATs, and Processes
are HOWs. Therefore the S, I, O, and C columns
should be lists of nouns. The Process column
should be written in the form Verb-Direct Object,
e.g., Take orders, Write Code, Select vendors,etc.
To complete the chain, it usually works best to…
♦ Start with Product/Service Outputs,
♦ Then work backwards from there by identifying the
Processes that produce those outputs,
♦ The Inputs to those processes, and
♦ The Suppliers of those inputs (both internal and
external).
♦ Finish by identifying all Customers (internal and
external), i.e., anyone who receives and uses your
Product/Service outputs.
HINT: For some types of knowledge work, you
might also include anyone whose behavior you
wish to influence through your work processes.
Making Better � Joe Kilbride, Kilbride Consulting, Inc.
Excerpt from Chapter 2: Making Sense
Don’t be surprised to discover overlap
between your lists of Suppliers and
Customers. This indicates life is more non-
linear than this method, and explains why
managing these relationships can be so
challenging. At one minute, you are a
supplier; the next a customer, and often
within the same conversation.
� Refine your Processes into a final list of 5-15. You
may divide your list of processes into three types
based upon the process model illustrated at right and
described below:
CC Core
processes
directly add
value to
customers
Examples are:
• New Product Design
• Production
• After-sales support
SS Support
processes
enable the
Core
processes
Examples are:
• Finance
• Facilities management
• Information management
GG Governing
processes
direct or
monitor other
processes
Examples are:
• Strategic Planning
• Performance Reviews
� Analyze the chain to identify areas for improvement.
Use a red pen to “f ...
This document provides an overview of strategic management concepts including strategy, vision, mission, objectives, goals, the strategic management process, corporate planning, and strategic business units. Some key points:
1. Strategy involves consciously choosing a company's direction and responding proactively to changes. A vision describes what a company aspires to become, while a mission explains what it is and why it exists.
2. Objectives are long-term goals that support the mission, while goals are more specific and short-term. The strategic management process consists of environmental scanning, strategy formulation, implementation, and evaluation.
3. Corporate planning is a comprehensive process undertaken by top management to guide the company towards its objectives. Strateg
Climate Change Capital (CCC) produces a large amount of content to engage audiences on climate issues but faced challenges in understanding topic engagement, using data to inform strategy, and attributing conversions to topics. They implemented idio Insight to track engagement with their 2,000+ content items. The platform analyzed the content and user interactions, identifying topics and building user profiles. It provided dashboards highlighting popular and under-explored topics. Training helped CCC use the insights to measure topic engagement, prioritize promoted content, and visualize which topics drove conversions, allowing them to improve audience engagement and reach.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. It also provides examples of mission statements from companies like Fleetwood Enterprises, Procter & Gamble, Dell, and L'Oreal. The document outlines the key benefits of having a clear mission statement, including better financial results, unanimity of purpose, and establishment of company culture. It emphasizes that developing vision and mission statements requires participation from managers to get commitment. The statements should balance specificity and generality to guide the company while allowing for growth.
The document discusses concepts related to developing effective visions, missions, and plans for organizations. It provides definitions and key characteristics for vision and mission statements, emphasizing that visions should describe a desired future state while missions define an organization's purpose and scope. The document also discusses different strategic planning models and stresses the importance of planning while acknowledging that plans may need to change in response to new events or conditions. Finally, it presents exercises for groups to practice developing context maps, movie storyboards, and bold strategic steps aligned with organizational values and visions.
Strategic intent refers to the long-term goals and vision of an organization. It includes defining the organization's vision, mission, goals and objectives in a hierarchy. The vision provides motivation and direction, while the mission conveys the organization's fundamental purpose and scope of operations. An effective mission statement embodies the business philosophy, implies the desired image, and indicates the primary customer needs and product/service areas. Together, the vision, mission and values statements form the strategic focus and context that guide an organization and lead to its objectives.
Conference Board Webinar 3 23 15 final version_v5Marvin Smith
This document discusses building an online talent community for Lockheed Martin. It defines a talent community as a group that connects, shares information, and collaborates using online tools to share an affinity for an organization, profession, or skill. Building a talent community aligned with Lockheed Martin's vision would help acquire the right candidates at the right time by tapping into their ecosystem of employees, customers, and alumni, including many former military members who are a key talent segment. Success of the community should be measured using key performance indicators (KPIs) tailored to the organization's goals and evolving community maturity, such as engagement, information sharing, collaboration, and hiring metrics.
The document discusses strategic management and strategy. It states that strategic management helps answer why some firms outperform others by examining how actions of executives, firms, and industries influence success. Mastering strategy is both an art and a science, as various tools can analyze relationships, but creativity is also important. Intended strategies are what a firm hopes to execute, while emergent strategies arise unexpectedly in response to opportunities and challenges, and realized strategies are what a firm actually follows, incorporating both intended and emergent elements.
Making Better Joe Kilbride, Kilbride Consulting, Inc. Exce.docxsmile790243
Making Better � Joe Kilbride, Kilbride Consulting, Inc.
Excerpt from Chapter 2: Making Sense
SIPOC (Customer-Supplier Chain)
What is it?
A method used to clarify the value chain in which you
operate. It is often used to:
♦ Develop team purpose or mission
♦ Identify possible “quick hit” opportunities to eliminate
some non value-added outputs
♦ Select a core process to redesign
♦ Clarity key customer or supplier relationships needing
improvement
The name SIPOC derives from the content of the chain:
Suppliers, Inputs, Processes, Outputs, Customers.
How do I use It?
� Identify the team or organizational unit for which the
SIPOC chain is being developed.
Inevitably this chain is a sub-unit of other, larger chains
and has sub-chains within it. Use your judgment to
decide the proper level of perspective, but it is
generally best to focus on the SIPOC of the group
completing the chain.
� Clarify roles and allow 30-60 minutes to complete the
chain.
� Brainstorm to fill the SIPOC one category at a time.
HINT: Suppliers and Customers are WHOs,
Inputs and Outputs are WHATs, and Processes
are HOWs. Therefore the S, I, O, and C columns
should be lists of nouns. The Process column
should be written in the form Verb-Direct Object,
e.g., Take orders, Write Code, Select vendors,etc.
To complete the chain, it usually works best to…
♦ Start with Product/Service Outputs,
♦ Then work backwards from there by identifying the
Processes that produce those outputs,
♦ The Inputs to those processes, and
♦ The Suppliers of those inputs (both internal and
external).
♦ Finish by identifying all Customers (internal and
external), i.e., anyone who receives and uses your
Product/Service outputs.
HINT: For some types of knowledge work, you
might also include anyone whose behavior you
wish to influence through your work processes.
Making Better � Joe Kilbride, Kilbride Consulting, Inc.
Excerpt from Chapter 2: Making Sense
Don’t be surprised to discover overlap
between your lists of Suppliers and
Customers. This indicates life is more non-
linear than this method, and explains why
managing these relationships can be so
challenging. At one minute, you are a
supplier; the next a customer, and often
within the same conversation.
� Refine your Processes into a final list of 5-15. You
may divide your list of processes into three types
based upon the process model illustrated at right and
described below:
CC Core
processes
directly add
value to
customers
Examples are:
• New Product Design
• Production
• After-sales support
SS Support
processes
enable the
Core
processes
Examples are:
• Finance
• Facilities management
• Information management
GG Governing
processes
direct or
monitor other
processes
Examples are:
• Strategic Planning
• Performance Reviews
� Analyze the chain to identify areas for improvement.
Use a red pen to “f ...
This document provides an overview of strategic management concepts including strategy, vision, mission, objectives, goals, the strategic management process, corporate planning, and strategic business units. Some key points:
1. Strategy involves consciously choosing a company's direction and responding proactively to changes. A vision describes what a company aspires to become, while a mission explains what it is and why it exists.
2. Objectives are long-term goals that support the mission, while goals are more specific and short-term. The strategic management process consists of environmental scanning, strategy formulation, implementation, and evaluation.
3. Corporate planning is a comprehensive process undertaken by top management to guide the company towards its objectives. Strateg
Climate Change Capital (CCC) produces a large amount of content to engage audiences on climate issues but faced challenges in understanding topic engagement, using data to inform strategy, and attributing conversions to topics. They implemented idio Insight to track engagement with their 2,000+ content items. The platform analyzed the content and user interactions, identifying topics and building user profiles. It provided dashboards highlighting popular and under-explored topics. Training helped CCC use the insights to measure topic engagement, prioritize promoted content, and visualize which topics drove conversions, allowing them to improve audience engagement and reach.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. It also provides examples of mission statements from companies like Fleetwood Enterprises, Procter & Gamble, Dell, and L'Oreal. The document outlines the key benefits of having a clear mission statement, including better financial results, unanimity of purpose, and establishment of company culture. It emphasizes that developing vision and mission statements requires participation from managers to get commitment. The statements should balance specificity and generality to guide the company while allowing for growth.
The document discusses concepts related to developing effective visions, missions, and plans for organizations. It provides definitions and key characteristics for vision and mission statements, emphasizing that visions should describe a desired future state while missions define an organization's purpose and scope. The document also discusses different strategic planning models and stresses the importance of planning while acknowledging that plans may need to change in response to new events or conditions. Finally, it presents exercises for groups to practice developing context maps, movie storyboards, and bold strategic steps aligned with organizational values and visions.
Strategic intent refers to the long-term goals and vision of an organization. It includes defining the organization's vision, mission, goals and objectives in a hierarchy. The vision provides motivation and direction, while the mission conveys the organization's fundamental purpose and scope of operations. An effective mission statement embodies the business philosophy, implies the desired image, and indicates the primary customer needs and product/service areas. Together, the vision, mission and values statements form the strategic focus and context that guide an organization and lead to its objectives.
Conference Board Webinar 3 23 15 final version_v5Marvin Smith
This document discusses building an online talent community for Lockheed Martin. It defines a talent community as a group that connects, shares information, and collaborates using online tools to share an affinity for an organization, profession, or skill. Building a talent community aligned with Lockheed Martin's vision would help acquire the right candidates at the right time by tapping into their ecosystem of employees, customers, and alumni, including many former military members who are a key talent segment. Success of the community should be measured using key performance indicators (KPIs) tailored to the organization's goals and evolving community maturity, such as engagement, information sharing, collaboration, and hiring metrics.
Make it Personal: Accelerating Your Personalization Game PlanOptimizely
While many talk about personalization and the value it can bring, the challenges of implementing it often mean the initiative never gets off the ground. Where should you start, and what tools should you use to test, learn, and create the most powerful and relevant experiences? Join Optimizely’s Senior Strategy Consulting and Solutions Engineering managers to learn how to lay out your personalization strategy and use new product features that make it faster and easier to personalize your campaigns with Optimizely.
In this session you’ll learn:
- How to develop a personalization strategy, and where to get started
- How machine learning capabilities can help you start personalizing today
- A walkthrough of Optimizely’s Personalization solutions, including Extensions, Recommendations, and the recently launched Adaptive Audiences
IIBA 2020 November - The Project Lab Masterclass: Shapeshifter BA in a Digita...AustraliaChapterIIBA
Ben Cashman from The Project Lab to discuss the skills & approaches needed as a new age business analyst in our changing digital world
About this Event
Overview:
You've heard a lot over the years of organisations moving from 'waterfall' ways of working to 'agile', with value expected to be delivered faster, through iterations of work rather than one fell swoop.
While the seasoned among us understand there is a place for both delivery methods, what does it really mean for a digital product world? A world that has proven recently that we can work effectively from home, and that many of the services we use as consumers can (and likely will) pivot to a digital product world. And more importantly how will this impact you, the business analyst expected to adapt and shapeshift your skills and approach in this fast changing world?
Presentation Value/Learning Points:
The Business Analysis Role - Do you have the skills to adapt?
How do I know which delivery approach works best for my organisation or project or client?
Business Analysis Ways of working
Business Analysis and Product Owners
Presenter– Ben Cashman
Managing Director, The Project Lab
With almost two decades of delivery and Information Technology industry experience, Ben has managed a varied project portfolio, spread across the Energy and Utility (E&U), government, healthcare, and private sectors.
Ben has managed projects with upwards of 100 team members and over $10m in value over the years, and while he still leads a number of significantly complex projects (and still consults on projects for key customers), he is now the co-founder and Managing Director of The Project Lab. The Project Lab specialises in providing organisations with advisory and management consulting, helping them link their strategic goals right through to actionable projects and work on the ground.
Ben has seen big changes in the way successful work is done over the years and is investing his energy in challenging the current mindset of the professional services industry. Ben is driven to develop a framework in which the very best Project Managers, Business Analysts and Industry Specialists can collectively deliver more successful projects to organisations around the country, every single day.
This document discusses vision and mission statements, including their importance, components, and characteristics. It provides examples of vision statements from various organizations and evaluates their components. An effective vision statement is short and answers what the organization wants to become, while an effective mission statement is an enduring statement that distinguishes a company and declares its purpose and customers. Key components of mission statements include customers, products, markets, technology, survival, growth, philosophy, self-concept, and concerns for public image and employees. Research shows organizations with formal vision and mission statements have higher returns and performance.
The document discusses key concepts related to developing a company's direction including vision, mission, goals, objectives, and policies. It provides definitions and examples for each concept. The vision looks to the future while the mission focuses on the present and future. Goals are broad and open-ended while objectives are specific, measurable, and have deadlines. Policies provide guidelines for decision making. Objectives can be short-term or long-term depending on the timeframe. Together, these concepts help guide a company's strategic planning and development.
The document discusses developing a strategic vision, which is phase 1 of the strategy-making and executing process. It defines a strategic vision as a road map that paints a picture of a company's future direction and motivates employees. An effective vision delineates management's aspirations, charts a strategic path, steers employee energies, and is distinctive to the organization. The document provides examples of company visions and discusses communicating the vision to overcome resistance to new strategic directions.
This document discusses vision, mission, objectives and goals for organizations. It provides definitions and examples of vision statements, which describe where an organization wants to be in the future, and mission statements, which explain an organization's purpose and primary objectives. The document also discusses the importance of setting objectives, which specify expected results within a timeframe, and lists characteristics of good objectives such as being specific, measurable, attainable and time-bound.
Complete guide to Business Strategy DesignSTRATICX
1. Introduction
The document provides guidance on developing a complete business strategy. It discusses 12 key elements of business strategy formulation:
2. Corporate Goals
1) Setting the organization's mission, vision, values and goals
3. Situation Diagnosis
2) Diagnosing the current market situation by defining segments, assessing segment attractiveness, and evaluating the organization's competitive position
4. Strategy Levers
3) Identifying strategic options for how the organization can effectively compete based on the situation diagnosis
5. Action Plan
4) Developing an action plan to deliver the strategy through communication, project initiation, target setting and progress monitoring
The document outlines issues and
The document discusses the strategic management process and its key tasks. It outlines the five tasks of strategic management: developing a strategic vision and mission, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance and making corrections. It provides examples of mission and vision statements from various companies and discusses the importance of setting both financial and strategic objectives.
This document summarizes a workshop for association event managers on securing sponsorships. It discusses preparing for sponsorships by profiling the event audience, making a list of potential sponsors from magazines and annual reports, and designing sponsorship packages that include marketing messages, entitlements, and ways to measure sponsor satisfaction. Potential sponsors are more likely to support events that help them achieve objectives like promoting their brand or fulfilling corporate social responsibility goals to the right audience. The document emphasizes starting sponsorship efforts early, retaining sponsors by delivering promised benefits, and using surveys, social media, and attendance data to evaluate whether the event met sponsors' goals.
Artists For Humanity
Finance Team - Milestone Report1
I. Table of Contents
I. Table of Contents. II. Goals & Objectives.III. Co. risk financial analysisIV. Milestone breakdown V. Appendices
II. Goals & Objectives.
Client wants:
· Looking to expand the building to the public in order to create a “neighborhood hub community.”
· Creation of cafe/studio gallery museum
· Looking for “studio providers” - they need rental income. Leasing space to these companies and to provide labor to their employees.
· **Maker Space Movement** - A health club model for the maker space movement area.
· Revenue model: based on “cheap and shiny” memberships; storage space; supplies; events to draw revenue and attention
Finance team goal:
To ensure the business will have a financial revenue model within the Makerspace, that is self-sustaining to grow the operations of the business within the business; as well as concise definite numbers (based on estimates) to draw in potential investors to help fund the expansion project in south boston.
Objectives for task:
- An investor pitch deck for Artists for Humanity to sell their services and ideas to potentials for a return in company exposure; media; and project collaboration.
· To increase revenue in the “Makerspace area” per square foot since currently revenues are at 50% for business from arts sold to partnering clients/businesses.
· *Roi analysis and earnings of project*
· Reduce costs for Makerspace
· Quarterly projections
· Realize ideas for funding and estimates based on benchmarks
· Discover present bottlenecks holding up revenue streams as well as future ones
· To create different revenue- streams for Makerspace membership based in accordance with different target markets/users
· To create a pricing model based on square footage; storage; and supplies that will feed demand and sustain cash flows.
· Creation of service pricing model - for classes for maker space along with tier pricing for consumers.
III. Co risk financial analysis
Risk Identification:
· Creation of new classes and services will deter image of Artists for Humanity as a non for profit organization brand image and value.
· “Time to market” delay - in funding can consequently result in a thirty three percent loss in revenue if right time and investors for ideas not found within ample time.
· Not enough value created in models for consumers to buy into idea of “MakerSpace community” and sharing of experience.
Risk assessment & mitigation:
· Emphasis on value creation for new classes and pricing - development of reasoning to support new numbers and figures - will create trust and investor confidence.
· Trial and beta testing for new membership and classes to be offered based on revenue per square foot.
· Analysis from outside perspective - based on “triple constraints.”
· Executing beta testing of new revenue models with a clear evaluation and control plan ...
The document outlines a framework for applying a business development mindset. It defines business development as creating long-term value for an organization from customers, markets, and relationships. The framework involves 4 steps: 1) Identifying opportunities, 2) Assessing opportunities, 3) Formulating options to pursue opportunities, and 4) Making a decision. It then applies this framework to a case study of Widgetco, a company that identifies an opportunity to sell widgets to the watch industry. Widgetco assesses the opportunity and formulates 3 options - building sales internally, hiring an outside sales team, or partnering with a distributor. The best option is determined to be partnering to pursue the opportunity.
Tom Diederich portfolio presentation (updated Nov. 18, 2016)Tom Diederich
I created this presentation to highlight some of the milestones in my career as an online community builder over the past 15 years. I hope it can also help other community managers and executives tasked with building and/or growing an online community.
This talk includes
* Tips for building and growing a new community from scratch
* Tips for resurrecting a floundering community
* How to connect Support to your community via Slack and other social tools
* The perks of a social listening program
* How to turn social rants into customer service tickets
* The importance of gamification
* And much more!
My name is Tom Diederich and this presentation is a timeline of sorts highlighting my experiences in the field of online community management, which started in 2005 when I joined an internal team at Intuit that created one of the world’s first online customer communities – a forums-based question-and-answer space for TurboTax customers.
The following year, I took everything I learned in that project and joined Symantec -- then the third-largest software company in the world -- where I assembled a nimble team of three and together we designed, launched and managed the organization’s first social media presence and online community in 2006. Yes, I am proud to say that I was Symantec's first community manager and first social media strategist.
I’ve been building and managing large corporate communities ever since. I hope this deck helps you in your work with online communities. Please feel free to contact if you'd like to ask any questions, etc.
This document discusses strategic planning for firms operating in the computer graphics industry (CGI). It outlines key questions firms should consider, like what products/services to offer and how to outperform competitors. Major trends are also examined, like shifting consumer demographics and environmental needs. Firms are advised to constantly re-invent themselves, stay aware of trends, and ask strategic questions to maintain a competitive advantage in the rapidly changing marketplace.
This is a crash course in new product marketing. In less than 30 slides you'll learn how to develop a new product concept, build a business plan to turn this concept into a reality, as well as how to craft a marketing plan to help you sell this product. You'll find these step-by-step slides easy to understand and, by the end, be in a better position to launch your idea to the world.
Social Media- How to be Compliant and Competitive (Windy City Summit) Social Jack
This presentation was given by Dean DeLisle at the Windy City Summit. Presentation teaches how to use social media sites to promote yourself while in compliance with banking industry standards.
7 Social Media Tactics for Economic Development 3.0Atlas Integrated
The document discusses 7 social media tactics for economic development organizations. It recommends using social media to extend branding efforts through search engine marketing and social media, creating buyer-centric profiles, engaging local businesses on social media, focusing social media efforts on core industries and prospects, developing a content and publishing strategy tailored to target audiences, using social media to drive traffic to the organization's website, and leveraging social media for prospecting.
This document discusses strategic quality planning and total quality management. It outlines three types of quality statements that are part of the strategic planning process: vision statements, mission statements, and quality policy statements. It then provides examples of each. The document also describes a seven step process for strategic quality planning: 1) discover customer needs, 2) determine customer positioning, 3) predict the future, 4) perform a gap analysis, 5) develop a plan to close gaps, 6) align the plan with organizational values, and 7) implement and monitor the plan. Quality and customer satisfaction are emphasized as central to an organization's future through this strategic planning approach.
FOR MORE CLASSES VISIT
www.mkt421guide.com
Purpose of Assignment A well planned distribution channel system is a key component of the marketing mix that helps meet customer demands and achieve company goals. This assignment will analyze the role channels of distribution have in meeting the needs of consumers in both a brick and mortar and online retail setting. Scenario: You work for a newly formed sports apparel company
Make it Personal: Accelerating Your Personalization Game PlanOptimizely
While many talk about personalization and the value it can bring, the challenges of implementing it often mean the initiative never gets off the ground. Where should you start, and what tools should you use to test, learn, and create the most powerful and relevant experiences? Join Optimizely’s Senior Strategy Consulting and Solutions Engineering managers to learn how to lay out your personalization strategy and use new product features that make it faster and easier to personalize your campaigns with Optimizely.
In this session you’ll learn:
- How to develop a personalization strategy, and where to get started
- How machine learning capabilities can help you start personalizing today
- A walkthrough of Optimizely’s Personalization solutions, including Extensions, Recommendations, and the recently launched Adaptive Audiences
IIBA 2020 November - The Project Lab Masterclass: Shapeshifter BA in a Digita...AustraliaChapterIIBA
Ben Cashman from The Project Lab to discuss the skills & approaches needed as a new age business analyst in our changing digital world
About this Event
Overview:
You've heard a lot over the years of organisations moving from 'waterfall' ways of working to 'agile', with value expected to be delivered faster, through iterations of work rather than one fell swoop.
While the seasoned among us understand there is a place for both delivery methods, what does it really mean for a digital product world? A world that has proven recently that we can work effectively from home, and that many of the services we use as consumers can (and likely will) pivot to a digital product world. And more importantly how will this impact you, the business analyst expected to adapt and shapeshift your skills and approach in this fast changing world?
Presentation Value/Learning Points:
The Business Analysis Role - Do you have the skills to adapt?
How do I know which delivery approach works best for my organisation or project or client?
Business Analysis Ways of working
Business Analysis and Product Owners
Presenter– Ben Cashman
Managing Director, The Project Lab
With almost two decades of delivery and Information Technology industry experience, Ben has managed a varied project portfolio, spread across the Energy and Utility (E&U), government, healthcare, and private sectors.
Ben has managed projects with upwards of 100 team members and over $10m in value over the years, and while he still leads a number of significantly complex projects (and still consults on projects for key customers), he is now the co-founder and Managing Director of The Project Lab. The Project Lab specialises in providing organisations with advisory and management consulting, helping them link their strategic goals right through to actionable projects and work on the ground.
Ben has seen big changes in the way successful work is done over the years and is investing his energy in challenging the current mindset of the professional services industry. Ben is driven to develop a framework in which the very best Project Managers, Business Analysts and Industry Specialists can collectively deliver more successful projects to organisations around the country, every single day.
This document discusses vision and mission statements, including their importance, components, and characteristics. It provides examples of vision statements from various organizations and evaluates their components. An effective vision statement is short and answers what the organization wants to become, while an effective mission statement is an enduring statement that distinguishes a company and declares its purpose and customers. Key components of mission statements include customers, products, markets, technology, survival, growth, philosophy, self-concept, and concerns for public image and employees. Research shows organizations with formal vision and mission statements have higher returns and performance.
The document discusses key concepts related to developing a company's direction including vision, mission, goals, objectives, and policies. It provides definitions and examples for each concept. The vision looks to the future while the mission focuses on the present and future. Goals are broad and open-ended while objectives are specific, measurable, and have deadlines. Policies provide guidelines for decision making. Objectives can be short-term or long-term depending on the timeframe. Together, these concepts help guide a company's strategic planning and development.
The document discusses developing a strategic vision, which is phase 1 of the strategy-making and executing process. It defines a strategic vision as a road map that paints a picture of a company's future direction and motivates employees. An effective vision delineates management's aspirations, charts a strategic path, steers employee energies, and is distinctive to the organization. The document provides examples of company visions and discusses communicating the vision to overcome resistance to new strategic directions.
This document discusses vision, mission, objectives and goals for organizations. It provides definitions and examples of vision statements, which describe where an organization wants to be in the future, and mission statements, which explain an organization's purpose and primary objectives. The document also discusses the importance of setting objectives, which specify expected results within a timeframe, and lists characteristics of good objectives such as being specific, measurable, attainable and time-bound.
Complete guide to Business Strategy DesignSTRATICX
1. Introduction
The document provides guidance on developing a complete business strategy. It discusses 12 key elements of business strategy formulation:
2. Corporate Goals
1) Setting the organization's mission, vision, values and goals
3. Situation Diagnosis
2) Diagnosing the current market situation by defining segments, assessing segment attractiveness, and evaluating the organization's competitive position
4. Strategy Levers
3) Identifying strategic options for how the organization can effectively compete based on the situation diagnosis
5. Action Plan
4) Developing an action plan to deliver the strategy through communication, project initiation, target setting and progress monitoring
The document outlines issues and
The document discusses the strategic management process and its key tasks. It outlines the five tasks of strategic management: developing a strategic vision and mission, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance and making corrections. It provides examples of mission and vision statements from various companies and discusses the importance of setting both financial and strategic objectives.
This document summarizes a workshop for association event managers on securing sponsorships. It discusses preparing for sponsorships by profiling the event audience, making a list of potential sponsors from magazines and annual reports, and designing sponsorship packages that include marketing messages, entitlements, and ways to measure sponsor satisfaction. Potential sponsors are more likely to support events that help them achieve objectives like promoting their brand or fulfilling corporate social responsibility goals to the right audience. The document emphasizes starting sponsorship efforts early, retaining sponsors by delivering promised benefits, and using surveys, social media, and attendance data to evaluate whether the event met sponsors' goals.
Artists For Humanity
Finance Team - Milestone Report1
I. Table of Contents
I. Table of Contents. II. Goals & Objectives.III. Co. risk financial analysisIV. Milestone breakdown V. Appendices
II. Goals & Objectives.
Client wants:
· Looking to expand the building to the public in order to create a “neighborhood hub community.”
· Creation of cafe/studio gallery museum
· Looking for “studio providers” - they need rental income. Leasing space to these companies and to provide labor to their employees.
· **Maker Space Movement** - A health club model for the maker space movement area.
· Revenue model: based on “cheap and shiny” memberships; storage space; supplies; events to draw revenue and attention
Finance team goal:
To ensure the business will have a financial revenue model within the Makerspace, that is self-sustaining to grow the operations of the business within the business; as well as concise definite numbers (based on estimates) to draw in potential investors to help fund the expansion project in south boston.
Objectives for task:
- An investor pitch deck for Artists for Humanity to sell their services and ideas to potentials for a return in company exposure; media; and project collaboration.
· To increase revenue in the “Makerspace area” per square foot since currently revenues are at 50% for business from arts sold to partnering clients/businesses.
· *Roi analysis and earnings of project*
· Reduce costs for Makerspace
· Quarterly projections
· Realize ideas for funding and estimates based on benchmarks
· Discover present bottlenecks holding up revenue streams as well as future ones
· To create different revenue- streams for Makerspace membership based in accordance with different target markets/users
· To create a pricing model based on square footage; storage; and supplies that will feed demand and sustain cash flows.
· Creation of service pricing model - for classes for maker space along with tier pricing for consumers.
III. Co risk financial analysis
Risk Identification:
· Creation of new classes and services will deter image of Artists for Humanity as a non for profit organization brand image and value.
· “Time to market” delay - in funding can consequently result in a thirty three percent loss in revenue if right time and investors for ideas not found within ample time.
· Not enough value created in models for consumers to buy into idea of “MakerSpace community” and sharing of experience.
Risk assessment & mitigation:
· Emphasis on value creation for new classes and pricing - development of reasoning to support new numbers and figures - will create trust and investor confidence.
· Trial and beta testing for new membership and classes to be offered based on revenue per square foot.
· Analysis from outside perspective - based on “triple constraints.”
· Executing beta testing of new revenue models with a clear evaluation and control plan ...
The document outlines a framework for applying a business development mindset. It defines business development as creating long-term value for an organization from customers, markets, and relationships. The framework involves 4 steps: 1) Identifying opportunities, 2) Assessing opportunities, 3) Formulating options to pursue opportunities, and 4) Making a decision. It then applies this framework to a case study of Widgetco, a company that identifies an opportunity to sell widgets to the watch industry. Widgetco assesses the opportunity and formulates 3 options - building sales internally, hiring an outside sales team, or partnering with a distributor. The best option is determined to be partnering to pursue the opportunity.
Tom Diederich portfolio presentation (updated Nov. 18, 2016)Tom Diederich
I created this presentation to highlight some of the milestones in my career as an online community builder over the past 15 years. I hope it can also help other community managers and executives tasked with building and/or growing an online community.
This talk includes
* Tips for building and growing a new community from scratch
* Tips for resurrecting a floundering community
* How to connect Support to your community via Slack and other social tools
* The perks of a social listening program
* How to turn social rants into customer service tickets
* The importance of gamification
* And much more!
My name is Tom Diederich and this presentation is a timeline of sorts highlighting my experiences in the field of online community management, which started in 2005 when I joined an internal team at Intuit that created one of the world’s first online customer communities – a forums-based question-and-answer space for TurboTax customers.
The following year, I took everything I learned in that project and joined Symantec -- then the third-largest software company in the world -- where I assembled a nimble team of three and together we designed, launched and managed the organization’s first social media presence and online community in 2006. Yes, I am proud to say that I was Symantec's first community manager and first social media strategist.
I’ve been building and managing large corporate communities ever since. I hope this deck helps you in your work with online communities. Please feel free to contact if you'd like to ask any questions, etc.
This document discusses strategic planning for firms operating in the computer graphics industry (CGI). It outlines key questions firms should consider, like what products/services to offer and how to outperform competitors. Major trends are also examined, like shifting consumer demographics and environmental needs. Firms are advised to constantly re-invent themselves, stay aware of trends, and ask strategic questions to maintain a competitive advantage in the rapidly changing marketplace.
This is a crash course in new product marketing. In less than 30 slides you'll learn how to develop a new product concept, build a business plan to turn this concept into a reality, as well as how to craft a marketing plan to help you sell this product. You'll find these step-by-step slides easy to understand and, by the end, be in a better position to launch your idea to the world.
Social Media- How to be Compliant and Competitive (Windy City Summit) Social Jack
This presentation was given by Dean DeLisle at the Windy City Summit. Presentation teaches how to use social media sites to promote yourself while in compliance with banking industry standards.
7 Social Media Tactics for Economic Development 3.0Atlas Integrated
The document discusses 7 social media tactics for economic development organizations. It recommends using social media to extend branding efforts through search engine marketing and social media, creating buyer-centric profiles, engaging local businesses on social media, focusing social media efforts on core industries and prospects, developing a content and publishing strategy tailored to target audiences, using social media to drive traffic to the organization's website, and leveraging social media for prospecting.
This document discusses strategic quality planning and total quality management. It outlines three types of quality statements that are part of the strategic planning process: vision statements, mission statements, and quality policy statements. It then provides examples of each. The document also describes a seven step process for strategic quality planning: 1) discover customer needs, 2) determine customer positioning, 3) predict the future, 4) perform a gap analysis, 5) develop a plan to close gaps, 6) align the plan with organizational values, and 7) implement and monitor the plan. Quality and customer satisfaction are emphasized as central to an organization's future through this strategic planning approach.
FOR MORE CLASSES VISIT
www.mkt421guide.com
Purpose of Assignment A well planned distribution channel system is a key component of the marketing mix that helps meet customer demands and achieve company goals. This assignment will analyze the role channels of distribution have in meeting the needs of consumers in both a brick and mortar and online retail setting. Scenario: You work for a newly formed sports apparel company
Similar to Mastering Strategic Management. Leading strategically (20)
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Sethurathnam Ravi: A Legacy in Finance and Leadership
Mastering Strategic Management. Leading strategically
1. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Mastering Strategic
Management
Chapter 2
Leading Strategically
2. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Add to 15
• In pairs, set out cards face up, numbered 1 to 9
• Take turns, select a card
• Goal select cards which add to 15 (exactly)
• Secondary goal, block your opponent from succeeding!
Identify your
Strategies!
3. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Learning Objectives
• Define vision and mission and distinguish between them
• Understand SMART & be able to write a SMART goal
• Understand the complexities associated with assessing
organizational performance
• Learn each dimensions of balanced scorecards
• Learn what is meant by a ‘triple bottom line’
• Understand the benefits & costs of CEO celebrity status
• Understand how thinking and acting entrepreneurially can
help organizations and individuals
• List and define the five dimensions of an entrepreneurial
orientation
4. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
5. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
BIG Social Changes
What big social changes have occurred in the last 10-20 yrs
(generally social changes take lot of time to catch on…)
• Cel phones etiquette
• ‘Sins’: Smoking, drinking, social drug use
• Marriage
• Internet
• Informality (no more ‘Mr’!)
Think Business Ops?
6. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Mission Statements
Mission: captures
basic purpose of
company – What
business are we in?
Should be motivating,
stimulating, shared,
and consistent with
the Vision Statement
7. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Mission Statements
• Mission, with Vision statements, seek to answer how
and why organization exists & what role it seeks to play
in society
• Declaration of Organization’s key
• Purpose, Business, Values
• Serves as a ‘strategic compass’
• Sense of direction
• May include basis of competition advantage
8. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Mission Statement – Harley
Davidson
“We fulfill dreams through the experience of
motorcycling, by providing to motorcyclists and to the
general public an expanding line of motorcycles and
branded products and services in selected market
segments.”
9. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Mission Statement – CRA
CRA Mission
To administer tax, benefits, and related programs, and to
ensure compliance on behalf of governments across
Canada, thereby contributing to the ongoing economic
and social well-being of Canadians
10. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Mission Statement - Starbucks
Our mission: to inspire and nurture the human spirit –
one person, one cup and one neighborhood at a time.
11. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
More Mission Statements
HBC… best serve the needs of
Canadian consumers through
several highly focused formats,
linked by customer bridges and
enables by common and
integrated support services
Fender (Music) - Our mission to
exceed the expectations of
music enthusiasts worldwide.
12. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Stakeholders
• Organizations also need support from their key
stakeholders, such as employees, owners, suppliers, &
customers, if they are to prosper
• A mission statement should explain to stakeholders
why they should support the organization by making
clear what important role or purpose the organization
plays in society
13. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Mission Statements Might
Consider
• Customers: Who are organization’s customers?
• Products or services: What are the org’s major
products or services?
• Markets: Where does org. compete geographically?
• Technology: How technologically current is org?
• Concern for survival growth, & profitability: Is the
org committed to growth & financial stability?
14. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Mission Statements Might
Consider
• Philosophy: What are the org’s basic beliefs, values,
aspirations, & ethical priorities?
• Self-concept: What is the org’s major competitive
advantage & core competencies?
• Concern for public image: How responsive is the org
to societal & environmental concerns?
• Concern for employees: Does the org consider
employees a valuable asset?
15. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Food for Thought…
16. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
The Importance of Vision
• A Mission statement tends to focus on what the
organization is, what it is currently doing / being
• Sometime with a goal of doing it better
• Vision Statements focus on what the organization
aspires to become in the future
• A key tool for inspiring the people in an organization
• Well-constructed visions clearly articulate an organization’s
aspirations and can give an organization an edge over its
rivals
17. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Vision Statements
• In an ideal world, what is your vision for (your) future
• Focus everyone’s attention on same target, as well as
inspiring them to reach it.
• Dr. King -‘I have a dream’
• Expression of what the org aspirations, beliefs &
values
• A clearly defined vision:
• Provides direction
• Determines decisions
• Motivates people
18. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
19. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Vision Statements
Alcoa – (Aluminum) to be the
best company in the world, in
the eyes of our customers,
stakeholders, communities and
people
Petro Canada - To be the
leader in the development of
some of the purest base oils
and innovative, superior
products that customers trust
for productivity improvements
around the world.
20. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
More Vision Statements
• Microsoft - Create experiences that combine the
magic of software with the power of Internet services
across a world of devices
• Pepsi - PepsiCo’s responsibility is to continually
improve all aspects of the world in which we operate –
environment, social, economic – creating a better
tomorrow than today
• Google - To develop a perfect search engine
• Amazon - to be earth's most customer centric
company; to build a place where people can come to
find and discover anything they might want to buy
online
21. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
More Vision Statements
• FedEx - Leading the way
• Walt Disney - We create happiness by providing the
finest in entertainment for people of all ages,
everywhere.
• eBay – to provide a global online marketplace where
practically anyone can trade practically anything,
enabling economic opportunity around the world
22. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Vision Statements – Whose?
• To be the happiest place on earth
• We build Gr-r-reat brands and make the world a little
happier by bringing our best to you
• The world on time
• To be the number one athletic company in the world
• A computer on every desk and in every home; all
running Microsoft software
• The world’s best quick service restaurant
• …exists to share the love of Jesus Christ, meet human
needs and be a transforming influence in the
communities of our world
23. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Characteristics of Strategic
Vision
A roadmap of a company’s future
• Future technology-product-customer focus
• Geographic and product markets to pursue
• Capabilities to be developed
• Kind of company management is trying to create
24. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Ing Direct’s Advice
(now Tangerine Bank)
When creating Mission and Vision statements:
• Advocate for somebody
• Make it next to impossible, but with milestones to note
progress
• It’s the journey that inspires; the horizon should always be just
out of reach
• Make it poetry
• Music to hear & read, sticky & difficult to walk away from
• Bring it down from the mountain
• It’s Leadership…
• Takes Quality Time to develop
25. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Statements (V&M) Fail when…
• The walk doesn’t match the talk
• Irrelevance - created in a vacuum
• Not the Holy Grail - ‘Flavour of the month’
• Everything to Everybody
• An ideal future not ground in present realities
• Or just poorly written…
• Volvo - By creating value for our customers, we create value
for our shareholders. We use our expertise to create transport-
related products and services of superior quality, safety and
environmental care for demanding customers in selected
segments
26. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
V & M - Nuts & Bolts
If you are tasked with creating:
• Hold the Pen (firmly!)
• 1st step – Know yourself & your key strategies…
• Who are we? Who do we want to be? BHAGs
• 2nd step – Consult, consult, consult…
• 3rd step – Write
• 4th step – Repeat steps 3 & 4
• Finally – put it everywhere!!
• PS [No Risk, No ‘Stickiness’, no use...]
27. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
A personal V/M statement
What would your own personal vision/mission statement
look like?
• Try and draft up a couple of bullets or sentences that
capture your own goals and aspirations
• Remember – the stronger your self-knowledge and the
clearer your goals, the more likely you are to achieve
them!
28. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Key Takeaways
Organizations need 3 types of aims:
• A vision states what the organization aspires to
become in the future.
• A mission reflects the organization’s past and present
by stating why the organization exists and what role it
plays in society.
• Goals are the more specific aims that orgs pursue to
reach their visions & missions
Best goals are SMART: specific, measurable,
aggressive, realistic, & time-bound.
29. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Key Takeaways
Media exposure can give CEO celebrity status, positive
benefits but CEO must manage potential for increased
public scrutiny
Building an entrepreneurial orientation can be valuable
to orgs & individuals alike in identifying and seizing new
opportunities.
EO - 5 dimensions: (1) autonomy, (2)competitive
aggressiveness, (3) innovativeness, (4) proactive-ness,
and (5) risk taking.
30. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
For teaching in two 90-
minute classes/wk,
possible break point
31. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Goals
• A goal is specific if it is explicit rather than vague
• specific goals make it clear how efforts should be directed,
vague goals such as “do your best” leave individuals unsure of
how to proceed
• A goal is measurable to the extent that whether the
goal is achieved can be quantified
• A goal is aggressive if achieving it presents a
significant challenge to the organization (or you!)
• easily achievable goals tend to undermine motivation and
effort
32. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
SMART Goals
33. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
SMART Goals are
• Specific – Vague goals lead no where. I should go on vacation…
I should loose some weight…. Happy procrastination!
• Measurable – A number… in any relevant unit such as cost,
quantity, age, etc.
• Achievable - It's OK to have "stretch" goals, but must believe
goals are achievable. No belief, no action. BTW, control and
resources (including time) important!
• Relevant - Making sure goal is linked to corporate, work or
personal goals – The big picture
• Time-Bound - Due when? or never? (But, Don’t worry, we’ll talk
about it lots…)
34. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Your Goals
Take just a couple of minutes and write down 2 or 3 personal goals
for this year
• Things that are important to you and that you would like to achieve
this year
• And willing to invest time and effort to make happen
Now, make them SMART goals
• (I covered the T for you already – Time – this year)
35. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Why Bother writing down Your
Goals?
Most people, I would speculate
less than 10%, EVER write
down goals, and probably less
than 5% take the time to
regularly review and update
their lists…
Most people, I would speculate
less than 10%, EVER write
down goals, and probably less
than 5% take the time to
regularly review and update
their lists…
36. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
2.2 Assessing Organizational
Perf.
Organizational performance: How well an organization is doing at
reaching its vision, mission, and goals
• A multidimensional concept
• Vital aspect of strategic management
• Assists executives in knowing how well their organizations are
performing
37. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Assessing Org. Performance
Too late….
Implicit Future Orientation….
38. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Performance Metrics
• A performance measure is a metric along which
organizations can be gauged.
• Examines - profits, stock price, and sales
• Performance referents or benchmarks enable us to
assess how well org. is doing compared to others or
itself over time
• Suppose, for example, that a firm has a profit margin of 20
percent in 2012. This sounds great on the surface, until you
find out the firm’s profit margin was 35% in 2011, or that
industry average profit margin was 40%
39. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
6 Blind Men &
the Elephant
40. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Financial Ratio Analysis
• Five types of financial ratios
• Short-term solvency or liquidity
• Long-term solvency measures
• Asset management (or turnover)
• Profitability
• Market value
• Meaningful ratio analysis must include
• Analysis of how ratios change over time
• How ratios are interrelated
41. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
42. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
The Balanced Scorecard
(BSC)
An approach to assessing performance that targets
managers’ attention on four areas:
1. Financial – “How do we look to shareholders?”
2. Customer – “How do customers see us?”
3. Internal business process – “What must we excel at?”
4. Learning and growth – “Are we continuing to improve
and create value?”
Helps managers resist temptation to fixate on financial
measures,& instead monitor a diverse set of important
measures
43. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
BSC Sample Metrics
• Time
• Quality
• Performance and service
• Cost
Customer
Perspective
44. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
BSC Sample Metrics
• Processes
• Cycle time
• Quality
• Employee skills
• Productivity
• Decisions
• Actions
• Coordination
• Resources and
capabilities
Customer
Perspective
Internal Business
Perspective
45. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
BSC Sample Metrics
• Introduction of new
products and services
• Greater value for
customers
• Increased operating
efficiencies
Customer
Perspective
Internal Business
Perspective
Innovation &
Learning Perspective
46. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
BSC Sample Metrics
• Profitability
• Growth
• Shareholder value
• Increased market share
• Reduced operating
expenses
• Higher asset turnover
Customer
Perspective
Internal Business
Perspective
Innovation &
Learning Perspective
Financial
Perspective
47. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
48. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
49. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
2.3 The CEO as Celebrity
• Advantages
• Serves as an intangible asset for the CEO’s firm - may
increase opportunities available to the firm
• Hiring or developing a celebrity CEO may increase stock
price, enhance a firm’s image, and improve the morale of
employees and other stakeholders
• Disadvantages
• Magnifies any gaps between actual and expected firm
performance
• Faces larger and more lasting reputation erosion if their
performance and behavior is inconsistent with their celebrity
image
50. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Types of CEOs
51. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
2.4 Entrepreneurial Orientation
• Processes, practices,& decision-making styles of
organizations that act entrepreneurially
• An organization’s level of EO - five dimensions:
• Autonomy
• Competitive aggressiveness
• Innovativeness
• Pro-activeness
• Risk taking
52. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
EO - Autonomy
• The degree that individuals or teams have freedom to
develop entrepreneurial ideas & see it to completion.
• In high autonomy, people have independence required
to bring a new idea to fruition, unfettered by the
shackles of corporate bureaucracy.
53. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
EO – Competitive
Aggressiveness
• Competitive aggressiveness is the tendency to
intensely and directly challenge competitors rather than
trying to avoid them.
• Aggressive moves can include price-cutting &
increasing spending on marketing, quality, & production
capacity.
54. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
EO - Innovativeness
• Innovativeness is the level of org. creativity and
experimentation.
• Some innovations build on existing skills to create
incremental improvements, while radical innovations
require brand-new skills and may make existing skills
obsolete.
55. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
EO - Innovativeness
• Either way, innovativeness is aimed at developing new
products, services, & processes.
• Those organizations that are successful in their
innovation efforts tend to enjoy stronger performance
than those that do not
56. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
EO - Autonomy
• Proactiveness is the focus on anticipating and acting
on future needs rather than only reacting
• Proactive org. adopt an opportunity-seeking
perspective. Such organizations act in advance of
shifting market demand and are often either the first to
enter new markets or “fast followers” that improve on
the initial efforts of first movers.
57. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
EO – Risk Taking
• Risk taking refers to the tendency to engage in bold
rather than cautious actions.
• Starbucks, for example, made a risky move in 2009
when it introduced a new instant coffee called VIA
Ready Brew.
58. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Increasing Entrepreneurial
Orientation
• Org systems & policies must reflect 5 dimensions of
EO.
• Org’s compensation systems will encourage or discourage
taking sensible risks, which must be rewarded, regardless of
whether the risks pay off
• Corporate debt levels will influence EO
• Performance measures implicitly signal what is important
• Higher levels of autonomy tend to increase employee
satisfaction & reduce turnover.
• Innovativeness can be gauged by tracking # of new products
or services developed in the last year, & # of patents the firm
has obtained
59. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
Key Takeaways
Organizational performance is a multidimensional
concept, and wise managers rely on multiple measures
of performance when gauging the success or failure of
their organizations.
The balanced scorecard helps executives understand,
monitor & manage org. across a 4 dimensions –
The triple bottom line provides another tool to help
executives focus on performance targets beyond profits
alone; this approach stresses the importance of social &
environmental outcomes.
60. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
2.3 The CEO as Celebrity
• Advantages
• Serves as an intangible asset for the CEO’s firm - may
increase opportunities available to the firm
• Hiring or developing a celebrity CEO may increase stock
price, enhance a firm’s image, and improve the morale of
employees and other stakeholders
• Disadvantages
• Magnifies any gaps between actual and expected firm
performance
• Faces larger and more lasting reputation erosion if their
performance and behavior is inconsistent with their celebrity
image
61. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
2.3 The CEO as Celebrity
• Advantages
• Serves as an intangible asset for the CEO’s firm - may
increase opportunities available to the firm
• Hiring or developing a celebrity CEO may increase stock
price, enhance a firm’s image, and improve the morale of
employees and other stakeholders
• Disadvantages
• Magnifies any gaps between actual and expected firm
performance
• Faces larger and more lasting reputation erosion if their
performance and behavior is inconsistent with their celebrity
image
62. This work is licensed under a
Creative Commons Attribution 3.0 Unported License (CC-BY).
Mastering Strategic Management
Chapter 2: Leading Strategically
2.3 The CEO as Celebrity
• Advantages
• Serves as an intangible asset for the CEO’s firm - may
increase opportunities available to the firm
• Hiring or developing a celebrity CEO may increase stock
price, enhance a firm’s image, and improve the morale of
employees and other stakeholders
• Disadvantages
• Magnifies any gaps between actual and expected firm
performance
• Faces larger and more lasting reputation erosion if their
performance and behavior is inconsistent with their celebrity
image
Editor's Notes
Point, most games are won by using some kind of strategy
https://flic.kr/p/4Us9TS
Opening textbook story of Starbucks – humble beginning, great success, problems 2008…
Photo Source - https://www.flickr.com/photos/denverwang/3212112173
All three components of the external environment, the specific environment, the general environment and the global environment may have a significant effect on the organization
Photo source https://flic.kr/p/fRz7j
At it’s simplest, it all about choices. The parallel tracks could be the competition – never too far away!!
How might HOG (Harley Davidson motorbike user group) mission statement differ from HD company?
I generally speak to some of these changes, that the (business) world is anything but stable! And that firms must both have, and constantly adjust, their strategies to be viable in the market
https://flic.kr/p/7uFDc4
Hudson Bay – Company website
Leo Fender
Every organization needs a mission, which defines the purpose of the organization. What is the organization’s reason for being in business? Exhibit 3.6 on page 78 describes some common components found in organizational mission statements.
Every organization needs a mission, which defines the purpose of the organization. What is the organization’s reason for being in business? Exhibit 3.6 on page 78 describes some common components found in organizational mission statements.
USA GOVT DATA
Source https://flic.kr/p/axRQnz
Discuss whether these visions statements would really resonate with stakeholders, investors, staff, community
https://flic.kr/p/6VkTNy