Mc kinsey 7s model - strategic implementation- Manu Melwin Joymanumelwin
• McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives.
Mc kinsey 7s model - strategic implementation- Manu Melwin Joymanumelwin
• McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives.
In this presentation, we will discuss elaborately on strategic operations management, concept of strategy, five tasks of strategic management, strategic management process and importance of strategic management. We will also talk about role of operations in strategic management and elements of operations strategy,.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
11 capacity planning and control_Operations ManagementBrent Weeks
A) What is capacity management?
B) Measuring demand and capacity
C) The alternative capacity plans
D) Choosing a capacity planning and control approach
E) Capacity planning as a queuing problem
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
Professor Rita Gunther McGrath at Business of Software Conference 2013.
A talk on the rise of transient advantage in business and what that means for entrepreneurial software businesses.
In this presentation, we will discuss elaborately on strategic operations management, concept of strategy, five tasks of strategic management, strategic management process and importance of strategic management. We will also talk about role of operations in strategic management and elements of operations strategy,.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
11 capacity planning and control_Operations ManagementBrent Weeks
A) What is capacity management?
B) Measuring demand and capacity
C) The alternative capacity plans
D) Choosing a capacity planning and control approach
E) Capacity planning as a queuing problem
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
Professor Rita Gunther McGrath at Business of Software Conference 2013.
A talk on the rise of transient advantage in business and what that means for entrepreneurial software businesses.
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
What is Strategy
Operational Effectiveness Is Not Strategy
Strategy Rests on Unique Activities
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Find your Competitive Edge in 2014 featuring Rita McGrath - The End of Compet...Tom Hood, CPA,CITP,CGMA
Rita McGrath was named the sixth most influential business thinker in the world and one of the top 25 smartest women on twitter. You can see her live (or via webcast) on January 30th at the BWI Airport Hilton in Maryland.
All participants will get a copy of Rita's book, The End of Competitive Advantage.
This special four-hour session will feature Rita talking about her latex book and research around how to thrive in an era of "transient advantage". She will be followed by a panel of C-level executives and a special collaboration session with all participants working ion their competitive playbook for 2014 and sharing their insights wit the group.
Registration and details can be found at http://www.blionline.org/rita
Let's Talk Research 2015 - Dr. Helen Bevan - The change agent of the future c...NHSNWRD
The change agent of the future; curating knowledge and making connections
In this talk Helen will explore the skills and capabilities that change agents are likely to need in the future; for a world where the power of hierarchy is diminishing in the face of complexity and change is happening faster and becoming more disruptive. The key new competencies are the ability to connect people who are currently disconnected and to curate, rather than create, knowledge for change. She will describe the new breed of change leaders who are rewriting the rules and leading change from the future.
Helen Bevan is acknowledged globally for her expertise in large scale change and ability to translate it into practical action and deliver outcomes. She provides advice, guidance and training on transformational change to leaders of health and care systems across the world. In 2008, the 60th anniversary of the National Health Service, Helen was recognised as one of the 60 most influential people in the history of the NHS.
SouthWest Airlines: In a different worldkaiwalyamisra
SWA, HBS case, Why has Southwest been so much more successful than its competitors?, How has the original strategy been altered in recent years? How, if at all, have these changes affected Southwest's key success factors?
Ever wonder when a customer actually thinks about your product or service? This workshop can help you to determine how to market your services at moments when they do.
That is a PPT presentation used for a lesson about the Business Model Innovation.
The class was held in December 2014 as a part of the larger course "General Management" at the University of Rome Tor Vergata.
Main contents are: business modeling, business model innovation, blue ocean strategy, BMI as a set od key decision.
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxfredharris32
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
...
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxwraythallchan
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
.
Thought leader Rita Gunther McGrath, author of The End of Competitive Advantage, describes the ramifications of transient competitive advantage on corporate strategy and organizational structure.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
Questions write in two postgrad level essays, each around 800 w.docxmakdul
Questions: write in two postgrad level essays, each around 800 words (must read this reading)
In 2013, Rita McGrath published an article in the Harvard Business Review arguing that ‘Sustainable competitive advantage is now the exception, not the rule. Transient advantage is the new normal.’
a) Drawing on relevant academic literature, explain what a sustainable competitive advantage is and how it might be created.
b) Using examples to illustrate your answer, evaluate Rita McGrath’s argument that ‘transient advantage is the new normal’.
The questions are asking for:
a) An explanation of sustainable competitive advantage, drawing on academic sources.
Show that you can explain the major approaches to competitive advantage (and how they are different from each other).
This question assesses your understanding of the literature, though you can provide examples to illustrate the strategy approaches.
b) An understanding of the limits of ‘sustainable competitive advantage’.
An ‘evaluation’ i.e. examine the issue and make an overall argument that is supported by evidence you present.
You need to acknowledge McGrath’s argument but your evaluation can also draw on other arguments and sources about short term vs long term advantages.
You need to use some examples to illustrate your argument. Think about which examples can be used and for what purpose.
Requirements:
Essay answers – introduction (how you are addressing the question; clear structure that develops a coherent argument; conclusion.
Academic i.e. drawing on some reading & using evidence
· An answer to the question (make sure you are clear about what is being asked)
· An argument – something informative, interesting and insightful to say
· Evidence of reading. Use citations; refer to what you have read – academic sources. E.g. FT, Rosenzweig
· Appropriate use of company examples
· Use company examples in a way that supports the argument. Use extended examples e.g. don’t just cite a company but explain how it is relevant to your argument. Be specific: use some empirical evidence e.g. don’t just talk about ‘sales trend’, provide some data
· Use a range of examples where appropriate; relevance of all examples needs to be explained.
· No need to provide a list of references or exact citations with page numbers (eg FT in January 2008 or Rosenzweig 2007 is fine)
Transient
Advantage - HBR.pdf
COMPETITIVE STRATEGY
Transient Advantage
by Rita Gunther McGrath
FROM THE JUNE 2013 ISSUE
S
PHOTOGRAPHY: COURTESY OF PACE GALLERY
ARTWORK: TARA DONOVAN, UNTITLED (STYROFOAM CUPS), 2008, STYROFOAM
CUPS AND GLUE, INSTALLATION DIMENSIONS VARIABLE
trategy is stuck. For too long the
business world has been obsessed with
the notion of building a sustainable
competitive advantage. That idea is at the core of
most strategy textbooks; it forms the basis of
Warren Buffett’s investment strategy; it’s central
to the success of companies on the “most
admired” lists. I’m not argu ...
Integrated Enterprise Excellence White PaperJon Hansen
Is Six Sigma Still Relevant in A Dynamically Changing World?
“With the growing level of dissatisfaction with programs such as Six Sigma, the question that needs to be asked is quite simply this . . . what are the key elements of a successful process improvement initiative?
This white paper focuses on the possible reasons behind the alarming number of failed or struggling programs, as well as providing insight into why Deming’s System of Profound Knowledge establishes a meaningful foundation upon which Forrest Breyfogle’s Integrated Enterprise Excellence methodology consistently delivers superior results.”
Integrated Enterprise Excellence - Jon W. HansenRonald Taylor
Integrated Enterprise Excellence - Whitepaper
What are the key elements of a successful IT initiative? I believe this paper on Integrated Enterprise Excellence represents the first step toward answering that question.
Integrated Enterprise Excellence White Paperguesta025e8
Is Six Sigma Still Relevant in a Dynamically Changing World?
With the growing level of dissatisfaction with programs such as Six Sigma, the question that needs to be asked is quite simply this . . . what are the key elements of a successful process improvement initiative?
This white paper, authored by critically acclaimed business writer Jon Hansen, focuses on the possible reasons behind the alarming number of failed or struggling programs, as well as providing insight into why Deming’s System of Profound Knowledge establishes a meaningful foundation upon which Forrest Breyfogle’s Integrated Enterprise Excellence methodology consistently delivers superior results.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
1. 1 | P a g e
Rita Gunther McGrath
Popular Topics
Rita Gunther McGrath, a Professor at Columbia Business School, is a globally recognized
expert on strategy in uncertain and volatile environments. Her thinking is highly
regarded by readers and clients who include Pearson, Coca-Cola Enterprises, General
Electric, Alliance Boots, and the World Economic Forum. She is a popular instructor, a
sought-after speaker, and a consultant to senior leadership teams. She was recognized
as one of the top 20 management thinkers by global management award Thinkers50 in
2011. She’s also been recognized as one of the top ten business school professors to
follow on Twitter. In 2009, she was inducted as a Fellow of the Strategic Management
Society, an honor accorded those who have had a significant impact on the field. In
2013 she will serve as Dean of the Fellows. McGrath is the author of three books in
addition to her upcoming book The End of Competitive Advantage: How to Keep Your
Strategy Moving as Fast As Your Business (Harvard Business Review Press).
McGrath has designed and delivered speeches and workshops ranging from 45 minute
keynotes to several days-long strategy retreats. She is known for her flexibility and
ability to customize her programs to the precise needs of her audiences.
For more information on McGrath visit www.ritamcgrath.com or follow her on Twitter
@rgmcgrath.
2. 2 | P a g e
Contents
STRATEGY TALKS.........................................................................................................4
THE END OF COMPETITIVE ADVANTAGE AND THE NEW STRATEGY PLAYBOOK............................................ 4
THE END OF COMPETITIVE ADVANTAGE AND ENTREPRENEURIAL OPPORTUNITY......................................... 4
LESSONS FROM THE GROWTH OUTLIERS.............................................................................................. 4
BUSINESS MODEL COMPETITION: A NEW DYNAMIC FOR STRATEGY ........................................................ 5
BUSINESS DISENGAGEMENT: WHEN THE PERIOD OF ADVANTAGE IS OVER................................................. 5
GUERRILLA STRATEGIES: SPEED, STEALTH AND SELECTIVE ATTACK........................................................... 6
DESIGNING MULTI-MARKET COMPETITIVE STRATEGIES: ARENA VS. ARENA............................................... 6
INNOVATION TALKS....................................................................................................7
DISCOVERY DRIVEN PLANNING........................................................................................................... 7
PROJECT DISENGAGEMENT: WHEN IT’S TIME TO CONSTRUCTIVELY EXIT.................................................... 7
CREATING AN OPPORTUNITY PORTFOLIO ............................................................................................. 7
ENTREPRENEURIAL MINDSET: LEADERSHIP ROLES ESSENTIAL FOR INNOVATION AND GROWTH...................... 8
DISRUPTIVE INNOVATION AND CATEGORY EVOLUTION........................................................................... 8
SCREENING AND SCORING PROJECTS................................................................................................... 8
MANAGING THE INTERNAL POLITICS OF INNOVATION ............................................................................. 9
COMPLEXITY AND UNCERTAINTY TALKS......................................................................9
LEARNING TO LIVE WITH COMPLEXITY ................................................................................................. 9
THE FINANCIAL DISCIPLINE OF HIGH UNCERTAINTY: REAL OPTIONS REASONING .......................................... 9
FAILING BY DESIGN: MAKING THE MOST OF INTELLIGENT FAILURES....................................................... 10
OPPORTUNITY IDENTIFICATION TALKS ......................................................................10
MARKETBUSTING: OVERVIEW......................................................................................................... 10
INSIGHTFUL CUSTOMER SEGMENTATION ........................................................................................... 10
USING THE CONSUMPTION CHAIN TO CREATE CUSTOMER INSIGHT......................................................... 11
REDESIGN YOUR OFFER TO UNLOCK OPPORTUNITIES USING ATTRIBUTE MAPPING...................................... 11
IDENTIFYING & CAPITALIZING ON NEW BUSINESS MODELS..................................................................... 11
ANTICIPATE INDUSTRY SHIFTS........................................................................................................... 12
FINDING ENTIRELY NEW OPPORTUNITY CATEGORIES............................................................................. 12
ORGANIZATIONAL LEADERSHIP AND CHANGE TALKS.................................................12
LEADING CHANGE AND DEALING WITH RESISTANCE............................................................................. 12
ASSESSING ORGANIZATIONAL ALIGNMENT: THE KITE FRAMEWORK...................................................... 13
DIAGNOSING AND MOTIVATING THE CULTURE OF YOUR ORGANIZATION ................................................. 13
SELECT LIST OF RECENT ENGAGEMENTS ....................................................................14
WORKSHOPS AND SENIOR LEVEL RETREATS......................................................................................... 14
RECENT SPEECHES & LECTURES........................................................................................................ 15
FOR FURTHER READING ............................................................................................16
4. 4 | P a g e
Strategy Talks
The End of Competitive Advantage and the New Strategy Playbook
For years, the ultimate goal of strategy was presumed to be a
‘sustainable’ competitive advantage. Strategy when advantages are
not sustainable, however, can be just as powerful. It does require
completely different approaches to budgeting, resources, and talent
management, as well as an increased emphasis on creating a pipeline
of innovations. This talk describes some of the counter-intuitive
aspects of dynamic strategies, for example that it may make sense to
sub-optimize some processes in the interests of preserving flexibility.
The core differences between conventional strategy and the new strategy playbook fall
into the following categories:
Continuous Reconfiguration, rather than massive restructuring
Healthy Disengagement, rather than abrupt exits
Deft Resource Allocation, avoiding the resources-as-hostage trap
Innovation Proficiency, rather than innovation that is episodic
Discovery Driven Leadership mindset
Entrepreneurial Career Management
This material forms the backbone of McGrath’s forthcoming new book on strategy.
The End of Competitive Advantage and Entrepreneurial Opportunity
While the fast pace of competitive advantage puts many established firms, with their
carefully built up sets of assets and capabilities at risk of being trapped, it opens up vast
opportunities for entrepreneurs who aren’t wedded to the status quo. In this talk,
aimed primarily at smaller firms, McGrath goes through the principles of both disruption
and of sound business model development and illustrate how small firms can outrun
larger ones. The cautionary example of Groupon and the provocative ones of the music
business serve as examples.
Lessons from the Growth Outliers
Of 4,793 publicly listed companies as of the end of 2009, only ten were able to
consistently grow their net income by at least 5% a year for ten years in a row. This talk
explores how these remarkable firms – very different from one another in many ways –
seem to do it. The major finding was that although they are very dynamic, experimental
and innovative, they maintain a core of stability in leadership, strategy and values. In
5. 5 | P a g e
this engaging talk, lessons from these firms are described, and the difference between
them and the typical organization is explored. The research was published in the
Harvard Business Review in 2012.
Business Model Competition: A New Dynamic for Strategy
Traditionally, people have thought of competition between firms within an industry.
Increasingly, we are learning that the most significant competition can arise from
companies from different industries or with different business models, as industries blur
and competitive advantages shift. In this talk, the business model concept is described,
the tell-tale signs of business model erosion are identified and ideas for discovering your
next business model are discussed. This can be extremely hands-on, with a workshop
component if that is desired, and include a diagnostic for the robustness of a business
model. This talk was featured in a Harvard Business Review article published in January
of 2011.
Business Disengagement: When the period of advantage is over
In a transient advantage context, shutting down businesses is as important as starting
them and disengagement is as important as innovation. And yet, few companies have
put into place a systematic process to effectively disengage from a business and free up
resources to invest in the next generation innovation. This talk uses the following
framework to anchor a discussion about how disengagement might be more effectively
managed.
Capability core to
the future of the
business
Capability has
value, but not for
us
Capability is in
decline
Relatively little
time pressure
Orderly migration
Transition aspects of
the business from
today’s
configuration to
tomorrow’s
Garage Sale
Get reasonable
prices for assets we
are no longer
interested in
Run off
Be well paid to
maintain support for
customer while
decreasing
investment
Intense time
pressure
Hail Mary
Divest formerly core
capabilities and find
a solution to
migrate to the new
core fast
Fire Sale
Sell non-core assets
we are no longer in
a position to exploit
Last Man Standing
Spark consolidation
or otherwise try for
a profitable end
game position
6. 6 | P a g e
Guerrilla Strategies: Speed, Stealth and Selective Attack
In many markets, innovators don’t have the luxury of competing with a great deal of
resources. This session outlines the principles of so-called ‘guerrilla’ approaches to
entering new markets, involving very selectively targeting precise client groups and
serving them in such a way that other organizations can’t or don’t want to compete for
them. Also called “judo” strategies, these reflect ways in which entrepreneurial
companies can use competitors’ strengths against them.
Designing Multi-Market competitive strategies: Arena vs. Arena
Strategy takes on a different form when you meet your competition in multiple markets
– what McGrath calls arenas. The fundamental issue here is that a move made in one
arena can affect a company’s activities in another area. The key learning is that if you
are not aware of multi-market dynamics, your competitors can force you to spend
resources in ways that do not benefit you. This can be combined with a workshop
exercise to plot competitive moves.
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Innovation Talks
Discovery Driven Planning
Discovery Driven Planning is a planning and learning process that helps executives
systematically convert assumptions to knowledge so that they can access significant
opportunities while containing risk. The core premise of the method is that when there
isn’t enough information to develop a conventional business plan, the thrust of planning
must instead be on learning, while at the same time reducing cost and risk.
Conventional planning tends to lock an organization in, too early, to a specific
operational trajectory. Discovery driven planning comprises five interdependent
practices: 1) define success and drive the plan from this definition; 2) benchmark
against key external variables; 3) think through operational specifications; 4) document
assumptions and 5) re-assess assumptions and goals at key checkpoints. It imposes
strict discipline on new projects, but discipline that is appropriate to their uncertain
nature. Examples might include an entrepreneurial business, SAP contemplating entry
into SaaS, and a chemical company evaluating a new product introduction. With a bit of
preparation, an example can also include an in-company project.
The talk is based on the best-selling article in the Harvard Business Review, where it is
consistently named as one of the most important management innovations. It has been
cited by Clayton Christensen as the antidote to “innovation killers.” This work has also
been recognized as a foundational input to the “lean startup” movement which is
currently so popular.
Project Disengagement: When it’s time to constructively exit
Most companies have poor processes for constructively shutting down projects and
capturing whatever value and learning might have been generated within them. This
seminar covers the topics of first, recognizing when you may be escalating commitment
to a project that is failing, next, developing a disengagement plan if you have concluded
that stopping it is the best thing to do, and finally coming up with a way of capturing as
much value as possible from the experience of having done the project. Depending on
the interest of the group, the example of Hewlett Packard’s “Kittyhawk” venture may be
used as an exercise.
Creating an Opportunity Portfolio
While it should be obvious that companies need to use different practices for new
ventures that are highly uncertain than they do for their established businesses, all too
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often this is not what happens in practice. Further, growth strategies often flounder
because an organization lacks an effective process for creating a solid growth portfolio.
What you want instead is the right mix of initiatives to support the core business, create
opportunities in adjacent spaces and invest in options for the future. It’s essential to
figure out how to best align your growth strategy with the projects and people
necessary to make it happen. This session helps participants understand their existing
portfolio of projects within a given portion of the company and discuss processes to
bring portfolio elements into better alignment. The financial logic that makes sense for
each component of the portfolio will also be addressed.
Entrepreneurial Mindset: Leadership roles essential for innovation and
growth
Three critical leadership roles are needed in any company that seeks to develop an
organic growth program. The first is the framing and establishing the commitment to
growth at the most senior level – if this isn’t done correctly, the organization simply
churns in trying to find its way. The second is the internal entrepreneurs who manage
specific ventures. And most importantly, and most invisibly, is the difficult job of the
manager in the middle, who has to navigate the political and resource dilemmas of
fitting together the growth mandate with individual business opportunities. For this
session, real examples of companies who do this well (such as Procter and Gamble and
United Parcel Service) are contrasted with companies who have struggled (such as Sony
and Motorola).
Disruptive Innovation and Category Evolution
Clayton Christensen famously introduced the concept of ‘disruptive’ innovations some
years ago. In this session, we’ll review those ideas – that the most powerful sources for
growth can be non-users, that often the biggest threats come from places which
incumbent players do not find attractive, and that low-end markets can be highly
disruptive to one’s business model. Disruptive innovations in this talk are placed within
the context of category evolution as a way of identifying which types of firms will be at
an advantage and which will be disadvantaged as categories evolve.
Screening and Scoring Projects
Most companies have far more promising projects than they could ever fund and
develop themselves. There is therefore a need to develop some way of screening and
scoring opportunities to make sure that they are consistent with the firm’s strategy and
that sufficient resource commitment is made to allow those that are ‘screened in’ to be
successful. This talk covers the basics of what makes a screening system useful, how it
works, and how past projects might have been scored (to help validate the screens).
This set of ideas can be immediately applied in practice.
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Managing the internal politics of innovation
Any innovative project, by its nature, will tend to threaten the status quo within an
organization. Being able to navigate the political environment is essential, therefore, if
an innovation is going to be successful within the internal context of the firm. In this
seminar, the basics of how one might prepare a political game plan are covered. Then,
specific moves for influencing key stakeholders and handling resistance is discussed.
Participants will be asked to think through a political analysis for an innovation or
change effort they are currently involved in.
Complexity and Uncertainty Talks
Learning to Live with Complexity
Business has always been unpredictable and surprising, and the systems in business
have always been complex. But due to the IT revolution, complexity affects
everything—products, supply chains, organizations. This makes managers' jobs far more
difficult. It is harder to make sense of what is going on, make predictions about the
future, and place bets. Complex systems go beyond the merely complicated because
you can’t predict what is going to happen just from knowing the initial conditions. Our
analytical tools have not kept up. The secret is making fundamental changes in how
managers approach tasks such as:
• Forecasting. Drop certain analytical tools. Embedded in many are assumptions
that don't hold true for complex systems. Focusing on a few types of predictive
information can do the job.
• Mitigating risks. Reduce the need for accurate predictions. In an unpredictable
environment, the best investments may be those that minimize the importance
of predictions.
• Making tradeoffs. Take a real-options approach. Small investments can give you
the right, but not the obligation, to invest more later on.
• Ensuring diversity of thought. Diverse thinkers better equip companies to deal
with the unforeseen changes that are inevitable in complex systems.
The financial discipline of high uncertainty: Real options reasoning
We are all familiar with the logic of using tools such as net present value to estimate the
attractiveness of making corporate investments. But net present value calculations,
which project cash flows into the future and discount them back, are basically
meaningless under two conditions that are highly prevalent in today’s environment: 1)
when you can’t really anticipate the probability of cash flows; and 2) when rapidly
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changing environments can de-stabilize the boundary conditions under which your
projections were made. Instead, you can learn from organizations that are highly
successful, even though they struggle with considerable amounts of disappointment.
The financial logic they use is far closer to ‘real options’ reasoning, in which you make
small investments today to create the right, but not the obligation to make more
investments in the future. This approach allows you to limit risk and learn as you go. A
possible example is the failed “Iridium” project to illustrate how using the wrong kind of
financial discipline can end up resulting in substantial disappointment. There are of
course no shortage of other cases that can be used, including some that have to do with
acquisitions.
Failing by Design: Making the Most of Intelligent Failures
Most of us suffer from a pervasive anti-failure bias, in which things that go wrong
instantly become undiscussable and the potential benefits of failure are lost. Here’s the
problem: in fundamentally unpredictable environments, failure is unavoidable.
Moreover, it is essential if your organization is to take the risks and engage in the
innovations crucial to effective competition. Failures are critical to competitive
advantages because they facilitate trying more; attract resources and attention; help
you learn what doesn’t work; create leadership variety; and help you build skill and
intuition. To gain these benefits, follow six principles: 1) Plan to convert assumptions to
knowledge; 2) be quick about it; 3) contain the downside risk; 4) uncertainty is genuine,
but not overwhelming; 5) intelligent failures are celebrated; and 6) Learning is codified
and transferred.
Opportunity Identification Talks
MarketBusting: Overview
What do coin-changing machines, smart aircraft brake shoes, cement delivered within a
delivery window and new ways to package materials for the Internet all have in
common? They are examples of “marketbusters” – strategic moves companies made
that allowed them to capitalize on significant strategic growth opportunities. A talk on
MarketBusting can cover one or more of five ‘lenses’ that companies can use to identify
opportunities for breakthrough growth. Each ‘lens’ comes with a strategic framework or
tool and the opportunity for application.
The examples and application can be tailored to the needs of the audience.
Insightful Customer Segmentation
All too often, companies show surprisingly little imagination in the way that they
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conceive of and serve their customers. Demographic segmentation not only reveals
very little about what drives customer behavior, but is often based on data that are
readily available to all competitors, making it impossible to derive an advantage from
this segmentation scheme. Instead, in this talk, McGrath explores the potential in
behaviorally segmenting customer based on their perceived and actual needs.
Participants develop a hierarchy of needs for different customer segments, which can
create insight into those offers that the varying segments might be prepared to pay for.
This is often a far better point of departure for a new strategy than typical
segmentation.
Using the Consumption Chain to create customer insight
Sad, but true: Most companies have potentially disastrous blind spots with regard to
truly understanding their customers’ experiences with their products and services. This
session introduces a simple, intuitive tool – the customer consumption chain – to help
companies visualize the activities customers go through to address their own needs,
some of which might involve making a purchase. When the chain breaks down, is
unsatisfying, or is less convenient than that offered by a competitor, a company can be
at a competitive disadvantage. Choice of customer segment, based on behavioral
differences, is key. The goal is to improve the customers’ total experience, thus
improving margins, revenue opportunity and loyalty. Examples might include
Amazon.com, Coinstar, and the Kone Corporation.
Redesign your offer to unlock opportunities using attribute mapping
For any given customer segment, every product and service has some attributes (or
features) that that segments regards as positive, some they regard as neutral, and some
they don’t care about at all. By understanding the tradeoffs customers are willing to
make, companies can better tailor their offerings to the needs of specific segments,
often adding positive elements and reducing cost in the process. This session introduces
a simple tool, the attribute map, to help companies gain a better understanding of the
reaction of specific customers to the attributes of an offer and potentially redesign the
offer. Examples could include business-focused hotels, diabetes treatment and car
rentals. If desired, the tool can also be used to speculate on current product
competitions, such as that for e-readers.
Identifying & capitalizing on new business models
In many industries, competition is not so much between different industry participants
as it is between different business models. With the advent of on-line music, for
instance, the CD-based business model is losing share to the by-the-song-online
business model. In this session, participants will be provoked to consider whether it is
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time to explore a new business model. The issue focuses on two interrelated questions:
Can the unit of business be changed (what you sell) or can the operational activities that
deliver a unit of business be altered? Changes in unit of business might involve selling
products as services or subscriptions rather than by the unit, while changes in key
metrics might involve reconfiguring (sometimes drastically) how operations take place
to generate efficiencies or customer differentiation. Examples might include GE’s
locomotive operation, Mexican concrete producer Cemex, Provide Commerce
ProFlowers offer and Software as a service as opposed to on-premises operations.
Anticipate industry shifts
Industries go through different types of changes that can, to some extent be
anticipated. Step changes are sudden and irreversible. Cyclical changes are those that
appear and then reverse themselves. Trends are slower, but significant. Value chain
shifts result in changing power relationships among buyers and suppliers in an industry.
This workshop will ask participants to identify key shifts that they can foresee in their
industries, and then to consider one of three possible responses: anticipating and
preparing for the change; benefitting from second-order effects or even provoking a
change themselves.
Finding entirely new opportunity categories
Slow shifts in underlying social, technological and other forces can sometimes create the
opportunity to explore entirely new markets. In this session, McGrath explores some of
the ways in which new categories, capabilities, and needs emerge to create a fruitful
ground for opportunity. The practice of developing early warnings of a new category
evolving can be used.
Organizational Leadership and Change Talks
Leading Change and Dealing with Resistance
If change is the only constant in business life, why do companies still struggle so hard to
cope with it? One reason is that there are not many clear, agreed-upon ways to
constructively motivate change, inspire those affected and break through the obstacles
that stand in the way of moving forward. In this talk, McGrath walks through an
approach to dealing with change that addresses these issues and takes on the
substantive and symbolic challenges of dealing with resistance. The workshop can be
accompanied by a diagnostic tool which change leaders can use to determine where
they can usefully place their emphasis.
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Assessing Organizational Alignment: The Kite Framework
The “kite” metaphor is meant to symbolize the interrelated processes of strategic
execution, many of which are not amenable to formal control or dictates. If any
element of a kite’s structure is not coherent, a kite will not fly. Similarly, one can’t force
a kite to fly – it needs to be built correctly, launched into a suitable windy environment
and guided appropriately by its string. As with a kite, if the elements comprising an
organization’s core systems do not align and support each other, the organization will
not deliver high performance. This talk is accompanied by a diagnostic that participants
can use to self-assess their degree of organizational alignment and make appropriate
changes.
Diagnosing and Motivating the Culture of your organization
The major dilemma with changing the culture of an organization is that it refers to the
invisible, often taken for granted beliefs that underlie behavior. One goal of the session
is to make these invisible beliefs tangible, so that people can start to discuss them and
act on changing them. Building on a foundational cultural framework, in this lively and
hands-on session, participants “live” a real culture contrast situation in a simulation.
They then use the experience to design a culture change workshop or other
intervention.
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Select List of Recent Engagements
Workshops and senior level retreats
AllianceBoots: major management development program over the course of three
years. The CEO of the Health and Beauty Division was so pleased with the outcome that
he wrote the foreword for McGrath’s new book.
General Electric: design and deliver a program on ‘entrepreneurial leadership’ for their
most selective high potential population
Grace Kennedy Financial Services: major strategy workshop (they are a leading
Jamaican firm)
The Holtzbrinck Group: seminar on the transformation of their business
Kantar: facilitate a workshop on change for their senior leadership team.
Microsoft: a wide variety of engagements, from helping to design their CEO Summit to
educating their future leaders.
Moody’s Analytics: major management retreat after which their CEO said it was
“exactly what we needed”
Singtel, Singapore’s telecommunications carrier: seminar and workshop with their
senior team
Unilab in the Philippines: strategy retreat and project event.
Ventas, a fast-growing real estate investment trust: facilitate a senior level retreat
which their CEO described as having had a huge impact on her approach to leadership.
Wolters-Kluwer: innovation board and senior management retreat
UBS Wealth Management: major role advising the company on the transformation of
its business.
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Recent Speeches & Lectures
Accenture Denmark’s major management event in Copenhagen
Many Columbia alumni events
Benchmark for Business Leadership event in London
Coca Cola Enterprises speech at major summit for their Information Technology
organization.
DigitalNow Annual Conference (video at www.ritamcgrath.com) in Florida
Goldman Sachs client events
The Business Design Summit in Berlin, where I shared the closing keynote with Steve
Blank
The ILO Institute seminar (Innovation in Large Organizations)
World 50 CEO Forum speech
World Economic Forum annual meeting in Davos
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For Further Reading
Cliffe, S., When Your Business Model Is in Trouble: An Interview with Rita Gunther
McGrath. Harvard Business Review, 2011. 89: p. 96-98.
MacMillan, I.C. and R.G. McGrath, Crafting R&D Project Portfolios. Research-Technology
Management, 2002. 45(5): p. 48-59.
MacMillan, I.C., A.B. van Putten, and R.G. McGrath, Global Gamesmanship. Harvard
Business Review, 2003. 81(5): p. 62-71.
McGrath, R.G., Finding Opportunities in Business Model Innovation. The European
Financial Review, 2011(June-July, 2011): p. 14-17.
McGrath, R.G. and I.C. MacMillan, Discovery Driven Planning. Harvard Business Review,
1995. 73(4): p. 44-54.
McGrath, R.G. and I.C. MacMillan, Discovery Driven Growth: A Breakthrough Process to
Reduce Risk and Seize Opportunity. 2009, Boston: Harvard Business Publishing.
McGrath, R.G., The Misunderstood Role of the Middle Manager in Driving Successful
Growth Programs, in The Search for Organic Growth, E.D. Hess and R.K. Kazanjian,
Editors. 2006, Cambridge University Press: Cambridge, England. p. 147-171.
McGrath, R. G. The End of Competitive Advantage: How to Keep Your Strategy Moving
as Fast as Your Business Harvard Business Review Press, 2013.
McGrath, R. G. Transient Advantage Harvard Business Review, June-July issue, 2013
(cover story)
McGrath, R.G. and I.C. MacMillan, MarketBusting. Harvard Business Review, 2005.
March, 2005: p. 80-92.
McGrath, R.G. and I.C. MacMillan, MarketBusters: 40 Strategic Moves that Drive
Exceptional Business Growth. 2005, Boston, MA: Harvard Business School Press.
Sargut, G. and R.G. McGrath, Learning To Live with Complexity. Harvard Business
Review, 2011. 89(9/10): p. 68-76.
Sargut, G. and R.G. McGrath, Managing Under Complexity: Where is Einstein when you
really need him? . Ivey Business Journal, 2010. 74(3): p. 4-4.