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Envisioning Strategy


Business Models Visualized
    (created for and by students)




                                    © Sunil Mehrotra
What you will learn in this course:
      •   Envisioning Strategy
            – Definition
            – Framework
            – Visual Models
      •   External Analysis
            – PEST
            – PEST Impact Analysis
      •   Industry and Competitive Analysis
            – Industry Structure
            – Evolution of Industries
            – Industry Supply Chain
            – Potential Industry Earnings
            – Porter’s 5 Forces Analysis
            – Competitive Intensity
            – Strategies for minimizing competitive forces
            – Perceptual Map
            – Barriers to Entry/Incumbency advantages
            – DSIR effect
      •   Company Resources and Capabilities
            – ARC Analysis/HR
            – SWOT Analysis
            – Value Creating Processes/Core Competencies
            – Strategic Game Board
            – Balanced Scorecard
            – Change Management                              © Sunil Mehrotra
How you will do it

   Visualize
   Think Clearly
   Understand Deeply
   Communicate Effectively
   Share the Vision
   Act Coherently

                                www.idiagram.com
Envisioning Strategy: Visual Models
              3
                     2

          1
                          5


          4



                         www.idiagram.com
Visualize   Think Clearly
Thinking clearly stretches your mind




quot;A mind once stretched by new thoughts can never regain its original shape.quot;
-Albert Einstein
Why Visualization works:
                       Factoid

                    Total Bandwidth       Conscious Bandwidth
                    (bits/second)         (bits/second)

          Eyes         10,000,000                40
          Ears            100,000                30
          Skin          1,000,000                 5
          Taste             1,000                 1
          Smell           100,000                 1

http://www.informaworld.com/smpp/section?content=a743900378&fulltext=7
13240928
Dan Roam on Visual Thinking
 http://www.thebackofthenapkin.com
 /
Visualization helps to think clearly and
   communicate effectively: examples
http://awesome.goodmagazine.com/goodsheet/goodsheet004gas.html
Where does your money go when you buy a gallon of gas?

http://awesome.goodmagazine.com/goodsheet/goodsheet006economy.html
It's the Economy Stupid!

http://nytimes.com/interactive/2008/07/20/business/20debt-trap.html
Debt trap.


http://blogs.wsj.com/health/files/2008/04/waystogo.jpg
Odds of Dying


http://www.susannahertrich.com/img/RC_screen.jpg
Actual versus Perceived threats


http://awesome.goodmagazine.com/transparency/007/trans007studentdebt.html
Student debt
http://www.nytimes.com/interactive/2008/05/03/business/20080403_SPENDING_GRAPHIC.html
All of inflations little parts
Business Ecosystem
                               A Visual Model
                                   The environment

                                    Governments
                                   Standards bodies
                                    New entrants

                                     Competitors


Supplier’
Supplier’s suppliers   Suppliers    Organisation       Customers         Customer’
                                                                         Customer’s customers



                                     Substitutes


                                     Stakeholders

                                   International law
                                                                   New Paradigm Consulting
Business Ecosystem: A more granular view




                               Mbam619 framework models
Strategy: Whose responsibility is it?
• Ultimately the CEO/leader “owns” the company's strategy and
  is responsible for executing against the strategy.
• Leadership styles vary
       • Commanding
       • Logical
       • Inspirational
       • supportive
• Nature of strategic initiative may require a particular style for
  success
Leadership matters, why?


                           Make choices/
                           decisions

         Leadership                                 How?
         role

                          Lead people to
                          implement




                                               Leadership style

       http://www.nytimes.com/2008/12/06/business/06motors.html?_r
       =1&pagewanted=2&ref=business
Outcome                            Performance                              Transformational
                                         Logical                                        Imaginative
 scope                        Uses reasoning
                          ●
                                                                                ●   Engenders trust
                          ●   Expects commitment                                    Has charisma
B roa d a n d fu tu re




                                                                                ●


                              Systems-oriented                                      Creates future visions




                                                             Leadership Style
                          ●
                                                                                ●


                          ●   Looks for new directions                          ●   Envisions new opportunities
                          ●   Incremental improvements                          ●   Empowers others
 o rien ted




                          ●   Structured problem solving                        ●   Very creative
                                                                                ●   Heuristic solutions
                                    Commander                                         Supportive
N a rrow a n d S h ort-




                              ●   Intuitive                                     ●   Is considerate
R a n g e S p ec if ic




                              ●   Demands loyalty                               ●   Peer approbation
                              ●   Expects results                               ●   Cooperative environment
                              ●   Takes charge                                  ●   Relates well with others
                              ●   Insists on compliance                         ●   Tries for mutual agreement
                              ●   Finds workable solutions

                                                         http://gbr.pepperdine.edu/084/leadership.html
Leadership Patterns
•   Pattern 1: Ideation. Ideation is a combination of the logical and imaginative basic styles. This pattern hinges on
    visualizing or imagining a future that is both achievable and practical and is helpful in planning an organization’s
    strategic future. Ideation is the hallmark of successful CEOs, top executives, and those who are determined to achieve
    a new vision for their organization. Leaders in this category use logic and detailed analysis as well as vision and
    imagery to direct the organization.
•   Pattern 2: Stewardship: A combination of the logical and the commander basic styles, it is necessary in areas of
    financial or risk management within organizations. Leaders who utilize this style focus on resources—conserving
    them, allocating them wisely, and acquiring sufficient amounts to carry out the mission of the organization. Effective
    executives with this pattern are financial planners, managerial accounting analysts, and managers of detail and
    logistics.
•   Pattern 3: Coordination. A combination of the logical, commander, and imaginative basic styles, this triangular
    pattern is more common in smaller firms and in the second- and third-tier levels of larger organizations. The
    logical/commander components of this style tend to be almost equal, with an imaginative backup. In small
    entrepreneurial firms, the imaginative style may be the most dominant, with the commander style a strong second and
    the logical style a weak backup. This coordination leadership pattern represents the popular, quot;traditionalquot; upper-
    management pattern from the study of 294 male managers that established the quot;normquot; for Decision Systems Analysis
    (DSI) and has held constant for the LSI as well.



                                                        http://gbr.pepperdine.edu/084/leadership.html
Leadership Patterns

•   Pattern 4: Exploration. This combination of imaginative and commander styles is typical of leaders in entrepreneurial
    start-ups, especially female entrepreneurs. The imaginative style tends to dominate and the quot;follow-the-starquot; method of
    reaching a desired goal trumps everything.
•   Pattern 5: Customer-Centric. This pattern represents a combination of the supportive and commander basic styles and
    is dominant in strong marketing- and sales-oriented organizations. Supportive behavior comes first because empathy
    for customer needs is more important than the drive to convince or persuade. Empathy means understanding and
    wanting what is best for the customer because satisfying the customer is also in the best interests of the firm.
    Nonetheless, leaders must also utilize the commander style to drive results.
•   Pattern 6: Employee-Centric: A combination of the supportive and imaginative basic styles, this pattern is necessary
    for understanding and supporting the needs of employees, associates, and customers, as well as having the imagination
    to inspire through external and internal public relations, advertising, promotion, and employee empowerment programs.
    It is essential for human resource leaders.




                                                        http://gbr.pepperdine.edu/084/leadership.htm
                                                        l
Leadership traits
Pay for performance?




http://www.nytimes.com/imagepages/2006/04/09/business/09value.graphic.html
Pay for Performance of CEOs? Sometimes!
Nappies—Key Concepts

 The power of visual thinking?




 What is Strategic Management?
 -strategic planning framework




What is the role of the CEO/Leader?
-Leadership styles
Mnemonic 1
Strategic Management

• Deals with
   – How to grow the business
   – How to satisfy customers
   – How to compete with rivals
   – How to respond to changing environment
   – How to manage each functional piece of the business
   – How to build organizational capabilities and align organization to
     achieve desired goals
   – How to achieve strategic and financial objectives
Strategic Planning

• Planning is not about predicting the future
• Planning is not about writing a detailed road map
  into the future
• Planning is not about a few people writing a vision
  statement & then getting ‘buy-in’ from everyone else




                                            Mbam619 framework models
Strategic Planning



• Planning is about learning
• Planning is about increasing the possibilities for the
  organisation
• Planning is about discovering how fit the
  organisation is for its environment
• Planning is about discovering and telling compelling
  stories about the future
Strategic Management in a nutshell !
              What is
              the
              vision?
Strategic Management
• Is the process by which an organization
     –Establishes its goals and objectives both short and long-
      term
     –Formulates plans and charts a course of action for meeting
      these goals and objectives in the desired time-frame.
     –Implements the actions
     –And analyzes progress and result
   Behind every strategy should be solid financial
    reasoning
Mission, Vision and Values


• Vision articulates a view of a realistic, credible,
  attractive future for the organization…it is the all-
  important bridge from the present to the future of the
  organization.
• Mission describes the purpose of the organization. It
  represents the present.
• Values reflect the organization’s culture and norms of
  corporate behavior.
Goal, Scope and Objectives

• Goal articulates a desired outcome for the business
  over a specific time period
• Scope describes the focus of the business– geography,
  product lines and customer segments.
• Objectives are the measurable and tangible results to
  be achieved over a specified time period
Source: quot;Thinking Strategicallyquot;, McKinsey Quarterly, 2000
Understanding Strategic Management is
         like pealing an onion
Strategic Planning Framework
               External Factors                                                     Internal Factors

                                                                                                    Analyzing
                                                                               Analyzing             the firm’s
 Analyzing         Analyzing           Analyzing                               the firm’s          Architecture,
    the                the                the                                 Strengths &           Routines &
Environment         Industry          Competition                             Weaknesses              Culture




                                                                                    Firm’s Resources &
       Market Opportunities
                                                                                        Capabilities

                                             Aligning Market Opportunities
                                             to firm’s resources and capabilities



          •What strategic options does the
          firm realistically have?
          •What is the best strategy for
          maximizing Shareholder value?                                      Shareholder
                                                                             Returns
The right of any corporation to exist is not
perpetual but has to be continuously earned.
—Robert Simons

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Power Of Visual Thinking

  • 1. Envisioning Strategy Business Models Visualized (created for and by students) © Sunil Mehrotra
  • 2. What you will learn in this course: • Envisioning Strategy – Definition – Framework – Visual Models • External Analysis – PEST – PEST Impact Analysis • Industry and Competitive Analysis – Industry Structure – Evolution of Industries – Industry Supply Chain – Potential Industry Earnings – Porter’s 5 Forces Analysis – Competitive Intensity – Strategies for minimizing competitive forces – Perceptual Map – Barriers to Entry/Incumbency advantages – DSIR effect • Company Resources and Capabilities – ARC Analysis/HR – SWOT Analysis – Value Creating Processes/Core Competencies – Strategic Game Board – Balanced Scorecard – Change Management © Sunil Mehrotra
  • 3. How you will do it  Visualize  Think Clearly  Understand Deeply  Communicate Effectively  Share the Vision  Act Coherently www.idiagram.com
  • 4. Envisioning Strategy: Visual Models 3 2 1 5 4 www.idiagram.com
  • 5. Visualize Think Clearly
  • 6. Thinking clearly stretches your mind quot;A mind once stretched by new thoughts can never regain its original shape.quot; -Albert Einstein
  • 7. Why Visualization works: Factoid Total Bandwidth Conscious Bandwidth (bits/second) (bits/second) Eyes 10,000,000 40 Ears 100,000 30 Skin 1,000,000 5 Taste 1,000 1 Smell 100,000 1 http://www.informaworld.com/smpp/section?content=a743900378&fulltext=7 13240928
  • 8. Dan Roam on Visual Thinking http://www.thebackofthenapkin.com /
  • 9. Visualization helps to think clearly and communicate effectively: examples http://awesome.goodmagazine.com/goodsheet/goodsheet004gas.html Where does your money go when you buy a gallon of gas? http://awesome.goodmagazine.com/goodsheet/goodsheet006economy.html It's the Economy Stupid! http://nytimes.com/interactive/2008/07/20/business/20debt-trap.html Debt trap. http://blogs.wsj.com/health/files/2008/04/waystogo.jpg Odds of Dying http://www.susannahertrich.com/img/RC_screen.jpg Actual versus Perceived threats http://awesome.goodmagazine.com/transparency/007/trans007studentdebt.html Student debt http://www.nytimes.com/interactive/2008/05/03/business/20080403_SPENDING_GRAPHIC.html All of inflations little parts
  • 10. Business Ecosystem A Visual Model The environment Governments Standards bodies New entrants Competitors Supplier’ Supplier’s suppliers Suppliers Organisation Customers Customer’ Customer’s customers Substitutes Stakeholders International law New Paradigm Consulting
  • 11. Business Ecosystem: A more granular view Mbam619 framework models
  • 12. Strategy: Whose responsibility is it? • Ultimately the CEO/leader “owns” the company's strategy and is responsible for executing against the strategy. • Leadership styles vary • Commanding • Logical • Inspirational • supportive • Nature of strategic initiative may require a particular style for success
  • 13. Leadership matters, why? Make choices/ decisions Leadership How? role Lead people to implement Leadership style http://www.nytimes.com/2008/12/06/business/06motors.html?_r =1&pagewanted=2&ref=business
  • 14. Outcome Performance Transformational Logical Imaginative scope Uses reasoning ● ● Engenders trust ● Expects commitment Has charisma B roa d a n d fu tu re ● Systems-oriented Creates future visions Leadership Style ● ● ● Looks for new directions ● Envisions new opportunities ● Incremental improvements ● Empowers others o rien ted ● Structured problem solving ● Very creative ● Heuristic solutions Commander Supportive N a rrow a n d S h ort- ● Intuitive ● Is considerate R a n g e S p ec if ic ● Demands loyalty ● Peer approbation ● Expects results ● Cooperative environment ● Takes charge ● Relates well with others ● Insists on compliance ● Tries for mutual agreement ● Finds workable solutions http://gbr.pepperdine.edu/084/leadership.html
  • 15. Leadership Patterns • Pattern 1: Ideation. Ideation is a combination of the logical and imaginative basic styles. This pattern hinges on visualizing or imagining a future that is both achievable and practical and is helpful in planning an organization’s strategic future. Ideation is the hallmark of successful CEOs, top executives, and those who are determined to achieve a new vision for their organization. Leaders in this category use logic and detailed analysis as well as vision and imagery to direct the organization. • Pattern 2: Stewardship: A combination of the logical and the commander basic styles, it is necessary in areas of financial or risk management within organizations. Leaders who utilize this style focus on resources—conserving them, allocating them wisely, and acquiring sufficient amounts to carry out the mission of the organization. Effective executives with this pattern are financial planners, managerial accounting analysts, and managers of detail and logistics. • Pattern 3: Coordination. A combination of the logical, commander, and imaginative basic styles, this triangular pattern is more common in smaller firms and in the second- and third-tier levels of larger organizations. The logical/commander components of this style tend to be almost equal, with an imaginative backup. In small entrepreneurial firms, the imaginative style may be the most dominant, with the commander style a strong second and the logical style a weak backup. This coordination leadership pattern represents the popular, quot;traditionalquot; upper- management pattern from the study of 294 male managers that established the quot;normquot; for Decision Systems Analysis (DSI) and has held constant for the LSI as well. http://gbr.pepperdine.edu/084/leadership.html
  • 16. Leadership Patterns • Pattern 4: Exploration. This combination of imaginative and commander styles is typical of leaders in entrepreneurial start-ups, especially female entrepreneurs. The imaginative style tends to dominate and the quot;follow-the-starquot; method of reaching a desired goal trumps everything. • Pattern 5: Customer-Centric. This pattern represents a combination of the supportive and commander basic styles and is dominant in strong marketing- and sales-oriented organizations. Supportive behavior comes first because empathy for customer needs is more important than the drive to convince or persuade. Empathy means understanding and wanting what is best for the customer because satisfying the customer is also in the best interests of the firm. Nonetheless, leaders must also utilize the commander style to drive results. • Pattern 6: Employee-Centric: A combination of the supportive and imaginative basic styles, this pattern is necessary for understanding and supporting the needs of employees, associates, and customers, as well as having the imagination to inspire through external and internal public relations, advertising, promotion, and employee empowerment programs. It is essential for human resource leaders. http://gbr.pepperdine.edu/084/leadership.htm l
  • 19. Nappies—Key Concepts The power of visual thinking? What is Strategic Management? -strategic planning framework What is the role of the CEO/Leader? -Leadership styles
  • 21. Strategic Management • Deals with – How to grow the business – How to satisfy customers – How to compete with rivals – How to respond to changing environment – How to manage each functional piece of the business – How to build organizational capabilities and align organization to achieve desired goals – How to achieve strategic and financial objectives
  • 22. Strategic Planning • Planning is not about predicting the future • Planning is not about writing a detailed road map into the future • Planning is not about a few people writing a vision statement & then getting ‘buy-in’ from everyone else Mbam619 framework models
  • 23. Strategic Planning • Planning is about learning • Planning is about increasing the possibilities for the organisation • Planning is about discovering how fit the organisation is for its environment • Planning is about discovering and telling compelling stories about the future
  • 24. Strategic Management in a nutshell ! What is the vision?
  • 25. Strategic Management • Is the process by which an organization –Establishes its goals and objectives both short and long- term –Formulates plans and charts a course of action for meeting these goals and objectives in the desired time-frame. –Implements the actions –And analyzes progress and result  Behind every strategy should be solid financial reasoning
  • 26. Mission, Vision and Values • Vision articulates a view of a realistic, credible, attractive future for the organization…it is the all- important bridge from the present to the future of the organization. • Mission describes the purpose of the organization. It represents the present. • Values reflect the organization’s culture and norms of corporate behavior.
  • 27. Goal, Scope and Objectives • Goal articulates a desired outcome for the business over a specific time period • Scope describes the focus of the business– geography, product lines and customer segments. • Objectives are the measurable and tangible results to be achieved over a specified time period
  • 28. Source: quot;Thinking Strategicallyquot;, McKinsey Quarterly, 2000
  • 29. Understanding Strategic Management is like pealing an onion
  • 30. Strategic Planning Framework External Factors Internal Factors Analyzing Analyzing the firm’s Analyzing Analyzing Analyzing the firm’s Architecture, the the the Strengths & Routines & Environment Industry Competition Weaknesses Culture Firm’s Resources & Market Opportunities Capabilities Aligning Market Opportunities to firm’s resources and capabilities •What strategic options does the firm realistically have? •What is the best strategy for maximizing Shareholder value? Shareholder Returns
  • 31. The right of any corporation to exist is not perpetual but has to be continuously earned. —Robert Simons