āļāļĩāļĄāļāļĢāļīāļŦāļēāļĢāļāļĩāđāļāļĨāđāļāļāļāļąāļ§ The agile executivemaruay songtanin
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āļāļĩāļĄāļāļĢāļīāļŦāļēāļĢāļāļĩāđāļāļĨāđāļāļāļāļąāļ§
āļāļēāļāļāļāļāļāļĩāļĄāļāļĩāđāļāļĨāđāļāļāļāļąāļ§āļāļ·āļ āļāļēāļĢāļŠāļĢāđāļēāļāļāļ§āļąāļāļāļĢāļĢāļĄāđāļāļāļēāļĢāđāļāđāļāļąāļāļŦāļē āđāļĄāđāļ§āđāļēāļāļ°āđāļāđāļāļāļ§āļēāļĄāļāđāļāļāļāļēāļĢāļāļĨāļīāļāļ āļąāļāļāđāļŦāļĢāļ·āļāļāļĢāļīāļāļēāļĢāđāļŦāļĄāđ āļāļĢāļ°āļāļ§āļāļāļēāļĢāļāļēāļāļāļļāļĢāļāļīāļāļāļĩāđāļāļĩāļāļķāđāļ āļŦāļĢāļ·āļāđāļāđāđāļāļāđāļāđāļĨāļĒāļĩāļāļąāđāļāļŠāļđāļāđāļāļ·āđāļāļĢāļāļāļĢāļąāļāļāđāļāđāļŠāļāļāđāļŦāļĄāđ āđ
āļŦāļāđāļēāļāļĩāđāļāļāļāļāļĩāļĄāļāļģāļāļĩāđāļāļĨāđāļāļāļāļąāļ§āļāļ·āļ āļāļēāļĢāļŠāļĢāđāļēāļāļŠāļĄāļāļļāļĨāļāļĩāđāđāļŦāļĄāļēāļ°āļŠāļĄāļĢāļ°āļŦāļ§āđāļēāļāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļāļāļĩāđāđāļāđāļāļĄāļēāļāļĢāļāļēāļāđāļĨāļ°āļāļēāļĢāļŠāļĢāđāļēāļāļāļ§āļąāļāļāļĢāļĢāļĄ
The Agile C-Suite: A New Approach to Leadership for the Team at the Top
āļāļēāļĢāđāļĢāļĩāļĒāļāļĢāļđāđāļāļĨāļĒāļļāļāļāđāļāļēāļāļāđāļāđāļāļ Strategy from role modelsmaruay songtanin
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āļāļēāļĢāđāļĢāļĩāļĒāļāļĢāļđāđāļāļĨāļĒāļļāļāļāđāļāļēāļāļāđāļāđāļāļ
āļŦāļĄāļ§āļāļāļĨāļĒāļļāļāļāđ āđāļāđāļāļāļāļāđāļāđāļ 2 āļŦāļąāļ§āļāđāļāļāļ·āļ āļāļēāļĢāļāļąāļāļāļģāļāļĨāļĒāļļāļāļāđ āđāļĨāļ° āļāļēāļĢāļāļģāļāļĨāļĒāļļāļāļāđāđāļāļāļāļīāļāļąāļāļī
āļŦāļĄāļ§āļāļāļĩāđāļāļēāļĄāļ§āđāļē āļāļāļāđāļāļĢāļāļąāļāļāļģāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļāļīāļāļāļĨāļĒāļļāļāļāđāđāļĨāļ°āđāļāļāļāļāļīāļāļąāļāļīāļāļēāļĢāļāļĒāđāļēāļāđāļĢ āļāļģāđāļāļāļāļīāļāļąāļāļīāļāļĒāđāļēāļāđāļĢ āļāļĢāļąāļāđāļāļĨāļĩāđāļĒāļāļāļĒāđāļēāļāđāļĢāļŦāļēāļāļĄāļĩāļŠāļāļēāļāļāļēāļĢāļāđāļāļĩāđāļāļģāđāļāđāļ āđāļĨāļ°āļĄāļĩāļāļēāļĢāļ§āļąāļāļāļ§āļēāļĄāļāđāļēāļ§āļŦāļāđāļēāļāļĒāđāļēāļāđāļĢ
āļŦāļĄāļ§āļāļāļĩāđāđāļāđāļāļāļ§āļēāļĄāļŠāļģāđāļĢāđāļāļĢāļ°āļĒāļ°āļĒāļēāļ§āļāļāļāļāļāļāđāļāļĢ āđāļĨāļ°āļŠāļ āļēāļāđāļ§āļāļĨāđāļāļĄāļāļēāļĢāđāļāđāļāļāļąāļ āļāļķāđāļāđāļāđāļāļāļĢāļ°āđāļāđāļāļāļĨāļĒāļļāļāļāđāļāļĩāđāļŠāļģāļāļąāļ āļāļĩāđāļāļģāđāļāđāļāļāđāļāļāļāļđāļĢāļāļēāļāļēāļĢāđāļāļāļēāļĢāļ§āļēāļāđāļāļāđāļāļĒāļĢāļ§āļĄāļāļāļāļāļāļāđāļāļĢ
Learning from Role Models: Category 2: Strategy
Category 2Â of the Baldrige Criteria covers your organizationâs strategy.
The Strategy category is divided into items for strategy development and implementation.
The category asks how you develop strategic objectives and action plans, implement them, change them if circumstances require, and measure progress.
The category stresses that your organizationâs longâterm organizational success and competitive environment are key strategic issues that need to be integral parts of your overall planning.Â
āļāļĩāļĄāļāļĢāļīāļŦāļēāļĢāļāļĩāđāļāļĨāđāļāļāļāļąāļ§ The agile executivemaruay songtanin
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āļāļĩāļĄāļāļĢāļīāļŦāļēāļĢāļāļĩāđāļāļĨāđāļāļāļāļąāļ§
āļāļēāļāļāļāļāļāļĩāļĄāļāļĩāđāļāļĨāđāļāļāļāļąāļ§āļāļ·āļ āļāļēāļĢāļŠāļĢāđāļēāļāļāļ§āļąāļāļāļĢāļĢāļĄāđāļāļāļēāļĢāđāļāđāļāļąāļāļŦāļē āđāļĄāđāļ§āđāļēāļāļ°āđāļāđāļāļāļ§āļēāļĄāļāđāļāļāļāļēāļĢāļāļĨāļīāļāļ āļąāļāļāđāļŦāļĢāļ·āļāļāļĢāļīāļāļēāļĢāđāļŦāļĄāđ āļāļĢāļ°āļāļ§āļāļāļēāļĢāļāļēāļāļāļļāļĢāļāļīāļāļāļĩāđāļāļĩāļāļķāđāļ āļŦāļĢāļ·āļāđāļāđāđāļāļāđāļāđāļĨāļĒāļĩāļāļąāđāļāļŠāļđāļāđāļāļ·āđāļāļĢāļāļāļĢāļąāļāļāđāļāđāļŠāļāļāđāļŦāļĄāđ āđ
āļŦāļāđāļēāļāļĩāđāļāļāļāļāļĩāļĄāļāļģāļāļĩāđāļāļĨāđāļāļāļāļąāļ§āļāļ·āļ āļāļēāļĢāļŠāļĢāđāļēāļāļŠāļĄāļāļļāļĨāļāļĩāđāđāļŦāļĄāļēāļ°āļŠāļĄāļĢāļ°āļŦāļ§āđāļēāļāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļāļāļĩāđāđāļāđāļāļĄāļēāļāļĢāļāļēāļāđāļĨāļ°āļāļēāļĢāļŠāļĢāđāļēāļāļāļ§āļąāļāļāļĢāļĢāļĄ
The Agile C-Suite: A New Approach to Leadership for the Team at the Top
āļāļēāļĢāđāļĢāļĩāļĒāļāļĢāļđāđāļāļĨāļĒāļļāļāļāđāļāļēāļāļāđāļāđāļāļ Strategy from role modelsmaruay songtanin
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āļāļēāļĢāđāļĢāļĩāļĒāļāļĢāļđāđāļāļĨāļĒāļļāļāļāđāļāļēāļāļāđāļāđāļāļ
āļŦāļĄāļ§āļāļāļĨāļĒāļļāļāļāđ āđāļāđāļāļāļāļāđāļāđāļ 2 āļŦāļąāļ§āļāđāļāļāļ·āļ āļāļēāļĢāļāļąāļāļāļģāļāļĨāļĒāļļāļāļāđ āđāļĨāļ° āļāļēāļĢāļāļģāļāļĨāļĒāļļāļāļāđāđāļāļāļāļīāļāļąāļāļī
āļŦāļĄāļ§āļāļāļĩāđāļāļēāļĄāļ§āđāļē āļāļāļāđāļāļĢāļāļąāļāļāļģāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļāļīāļāļāļĨāļĒāļļāļāļāđāđāļĨāļ°āđāļāļāļāļāļīāļāļąāļāļīāļāļēāļĢāļāļĒāđāļēāļāđāļĢ āļāļģāđāļāļāļāļīāļāļąāļāļīāļāļĒāđāļēāļāđāļĢ āļāļĢāļąāļāđāļāļĨāļĩāđāļĒāļāļāļĒāđāļēāļāđāļĢāļŦāļēāļāļĄāļĩāļŠāļāļēāļāļāļēāļĢāļāđāļāļĩāđāļāļģāđāļāđāļ āđāļĨāļ°āļĄāļĩāļāļēāļĢāļ§āļąāļāļāļ§āļēāļĄāļāđāļēāļ§āļŦāļāđāļēāļāļĒāđāļēāļāđāļĢ
āļŦāļĄāļ§āļāļāļĩāđāđāļāđāļāļāļ§āļēāļĄāļŠāļģāđāļĢāđāļāļĢāļ°āļĒāļ°āļĒāļēāļ§āļāļāļāļāļāļāđāļāļĢ āđāļĨāļ°āļŠāļ āļēāļāđāļ§āļāļĨāđāļāļĄāļāļēāļĢāđāļāđāļāļāļąāļ āļāļķāđāļāđāļāđāļāļāļĢāļ°āđāļāđāļāļāļĨāļĒāļļāļāļāđāļāļĩāđāļŠāļģāļāļąāļ āļāļĩāđāļāļģāđāļāđāļāļāđāļāļāļāļđāļĢāļāļēāļāļēāļĢāđāļāļāļēāļĢāļ§āļēāļāđāļāļāđāļāļĒāļĢāļ§āļĄāļāļāļāļāļāļāđāļāļĢ
Learning from Role Models: Category 2: Strategy
Category 2Â of the Baldrige Criteria covers your organizationâs strategy.
The Strategy category is divided into items for strategy development and implementation.
The category asks how you develop strategic objectives and action plans, implement them, change them if circumstances require, and measure progress.
The category stresses that your organizationâs longâterm organizational success and competitive environment are key strategic issues that need to be integral parts of your overall planning.Â
āļāļēāļĢāļāļģāđāļŦāđāļŠāļģāđāļĢāđāļ
āđāļāļ·āđāļāļĄāđāļĒāļāļāļĨāļĒāļļāļāļāđāļŠāļđāđāļāļēāļĢāļāļāļīāļāļąāļāļī āđāļāļ·āđāļāļāļ§āļēāļĄāđāļāđāđāļāļĢāļĩāļĒāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļ
āđāļāđāļāļŦāļāļąāļāļŠāļ·āļāļāļĩāđāļ§āđāļēāļāđāļ§āļĒāļ§āļīāļāļĩāļāļēāļĢāđāļāļ·āđāļāļĄāđāļĒāļāļĢāļ°āļŦāļ§āđāļēāļāđāļāļāļāļĨāļĒāļļāļāļāđ āļāļąāļāđāļāļāļāļāļīāļāļąāļāļīāļāļēāļĢ āđāļĢāļĩāļĒāļāļ§āđāļē âāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāđāļāļāļāļĢāļāļ§āļāļāļĢâ (Closed â Loop Management System)āđāļāļĒāļĄāļĩāļāļąāđāļāļāļāļāļāļēāļĢāļāļĢāļīāļŦāļēāļĢ 6 āļāļąāđāļāļāļāļ āđāļāļĒāđāļāđāļāđāļĨāļ°āļāļąāđāļāļāļāļāļāļ°āđāļŠāļāļāđāļāļĢāļ·āđāļāļāļĄāļ·āļāļāļĩāđāđāļŦāļĄāļēāļ°āļŠāļĄāļāļąāļāļāļēāļĢāļāļģāđāļāđāļāđ
The Execution Premium: Linking Strategy to Operations for Competitive Advantage
by Robert S. Kaplan and David P. Norton
Harvard Business School Press, 2008
āļāļēāļĢāļāļąāļāļāļēāļĢāđāļāļĒāđāļāđāļāđāļāļĄāļđāļĨāļāļĢāļīāļ Baldrige awareness series 8 management by fact maruay songtanin
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āļāļēāļĢāļāļąāļāļāļēāļĢāđāļāļĒāđāļāđāļāđāļāļĄāļđāļĨāļāļĢāļīāļ
Management by Fact
Managing by fact helps align an organizationâs operations with its strategic objectives.
āļāļĢāļāļāļāļ§āļēāļĄāđāļāđāļāđāļĨāļīāļĻ 2015-2016
Baldrige Framework āđāļāđāļāļāļĢāļāļāļāļĩāđāļĄāļļāđāļāđāļāđāļāļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļ
āļāļĢāļ°āļāļ§āļāļāļēāļĢāļĄāļĩāļāļĢāļ°āļŠāļīāļāļāļīāļāļĨāļāļĒāđāļēāļāļāđāļāđāļāļ·āđāļāļāļŦāļĢāļ·āļāđāļĄāđ?
āļĄāļĩāđāļāļ§āļāļēāļāļāļĩāđāļāļāļāļŠāļāļāļāļāļ§āļēāļĄāļāđāļāļāļāļēāļĢāļāļāļāļāļāļāđāļāļĢāļŦāļĢāļ·āļāđāļĄāđ?
āļāļĨāļĨāļąāļāļāđāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļĢāđāļāđāļāļāļĒāđāļēāļāđāļĢ?
āļāļāļāđāļāļĢāđāļāđāđāļĢāļĩāļĒāļāļĢāļđāđ āļĄāļĩāļāļēāļĢāļŠāļĢāđāļēāļāļāļ§āļąāļāļāļĢāļĢāļĄ āđāļĨāļ°āļĄāļĩāļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļāļŦāļĢāļ·āļāđāļĄāđ?
āļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļāļāļĨāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļ
āļāļēāļĢāļāļĢāļ°āđāļĄāļīāļāļāļāđāļāļāļāļēāļĄāđāļāļ§āļāļēāļāļŠāļđāđāļāļ§āļēāļĄāđāļāđāļāđāļĨāļīāļĻāļāļĩāđ āļāļ°āļāđāļ§āļĒāđāļŦāđāļāļāļāđāļāļĢāļŠāļēāļĄāļēāļĢāļāļĢāļ°āļāļļāđāļĨāļ°āļāļĢāļąāļāļāļĢāļļāļ āļŠāļīāđāļāļāļĩāđāļĄāļĩāļāļ§āļēāļĄāļŠāļģāļāļąāļāļāđāļāļāļ§āļēāļĄāļŠāļģāđāļĢāđāļāļāļāļāļāļāļāđāļāļĢ
āđāļāļĒāļāļēāļĢāļāļģāđāļāļāļāļĢāļ°āđāļĄāļīāļāļāļĩāđ āļāļāļāđāļāļĢāļāļ°āļĄāļĩāđāļāļāļēāļŠāļāļĩāđāļāļĩāđāļāļāļēāļĢāļāļĢāļĢāļĨāļļāļāļąāļāļāļāļīāļ āļāļĢāļąāļāļāļĢāļļāļāļāļĨāļĨāļąāļāļāđ āđāļĨāļ°āļĄāļĩāļāļĩāļāļāļ§āļēāļĄāļŠāļēāļĄāļēāļĢāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļāļĄāļēāļāļāļķāđāļ
Baldrige Excellence Builder: Key questions for improving your organizationâs performance
The Excellence Builder is based on the more detailed Baldrige Excellence Framework and its Criteria for Performance Excellence.
āļāļēāļĢāļāļģāđāļŦāđāļŠāļģāđāļĢāđāļ
āđāļāļ·āđāļāļĄāđāļĒāļāļāļĨāļĒāļļāļāļāđāļŠāļđāđāļāļēāļĢāļāļāļīāļāļąāļāļī āđāļāļ·āđāļāļāļ§āļēāļĄāđāļāđāđāļāļĢāļĩāļĒāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļ
āđāļāđāļāļŦāļāļąāļāļŠāļ·āļāļāļĩāđāļ§āđāļēāļāđāļ§āļĒāļ§āļīāļāļĩāļāļēāļĢāđāļāļ·āđāļāļĄāđāļĒāļāļĢāļ°āļŦāļ§āđāļēāļāđāļāļāļāļĨāļĒāļļāļāļāđ āļāļąāļāđāļāļāļāļāļīāļāļąāļāļīāļāļēāļĢ āđāļĢāļĩāļĒāļāļ§āđāļē âāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāđāļāļāļāļĢāļāļ§āļāļāļĢâ (Closed â Loop Management System)āđāļāļĒāļĄāļĩāļāļąāđāļāļāļāļāļāļēāļĢāļāļĢāļīāļŦāļēāļĢ 6 āļāļąāđāļāļāļāļ āđāļāļĒāđāļāđāļāđāļĨāļ°āļāļąāđāļāļāļāļāļāļ°āđāļŠāļāļāđāļāļĢāļ·āđāļāļāļĄāļ·āļāļāļĩāđāđāļŦāļĄāļēāļ°āļŠāļĄāļāļąāļāļāļēāļĢāļāļģāđāļāđāļāđ
The Execution Premium: Linking Strategy to Operations for Competitive Advantage
by Robert S. Kaplan and David P. Norton
Harvard Business School Press, 2008
āļāļēāļĢāļāļąāļāļāļēāļĢāđāļāļĒāđāļāđāļāđāļāļĄāļđāļĨāļāļĢāļīāļ Baldrige awareness series 8 management by fact maruay songtanin
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āļāļēāļĢāļāļąāļāļāļēāļĢāđāļāļĒāđāļāđāļāđāļāļĄāļđāļĨāļāļĢāļīāļ
Management by Fact
Managing by fact helps align an organizationâs operations with its strategic objectives.
āļāļĢāļāļāļāļ§āļēāļĄāđāļāđāļāđāļĨāļīāļĻ 2015-2016
Baldrige Framework āđāļāđāļāļāļĢāļāļāļāļĩāđāļĄāļļāđāļāđāļāđāļāļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļ
āļāļĢāļ°āļāļ§āļāļāļēāļĢāļĄāļĩāļāļĢāļ°āļŠāļīāļāļāļīāļāļĨāļāļĒāđāļēāļāļāđāļāđāļāļ·āđāļāļāļŦāļĢāļ·āļāđāļĄāđ?
āļĄāļĩāđāļāļ§āļāļēāļāļāļĩāđāļāļāļāļŠāļāļāļāļāļ§āļēāļĄāļāđāļāļāļāļēāļĢāļāļāļāļāļāļāđāļāļĢāļŦāļĢāļ·āļāđāļĄāđ?
āļāļĨāļĨāļąāļāļāđāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļĢāđāļāđāļāļāļĒāđāļēāļāđāļĢ?
āļāļāļāđāļāļĢāđāļāđāđāļĢāļĩāļĒāļāļĢāļđāđ āļĄāļĩāļāļēāļĢāļŠāļĢāđāļēāļāļāļ§āļąāļāļāļĢāļĢāļĄ āđāļĨāļ°āļĄāļĩāļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļāļŦāļĢāļ·āļāđāļĄāđ?
āļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļāļāļĨāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļ
āļāļēāļĢāļāļĢāļ°āđāļĄāļīāļāļāļāđāļāļāļāļēāļĄāđāļāļ§āļāļēāļāļŠāļđāđāļāļ§āļēāļĄāđāļāđāļāđāļĨāļīāļĻāļāļĩāđ āļāļ°āļāđāļ§āļĒāđāļŦāđāļāļāļāđāļāļĢāļŠāļēāļĄāļēāļĢāļāļĢāļ°āļāļļāđāļĨāļ°āļāļĢāļąāļāļāļĢāļļāļ āļŠāļīāđāļāļāļĩāđāļĄāļĩāļāļ§āļēāļĄāļŠāļģāļāļąāļāļāđāļāļāļ§āļēāļĄāļŠāļģāđāļĢāđāļāļāļāļāļāļāļāđāļāļĢ
āđāļāļĒāļāļēāļĢāļāļģāđāļāļāļāļĢāļ°āđāļĄāļīāļāļāļĩāđ āļāļāļāđāļāļĢāļāļ°āļĄāļĩāđāļāļāļēāļŠāļāļĩāđāļāļĩāđāļāļāļēāļĢāļāļĢāļĢāļĨāļļāļāļąāļāļāļāļīāļ āļāļĢāļąāļāļāļĢāļļāļāļāļĨāļĨāļąāļāļāđ āđāļĨāļ°āļĄāļĩāļāļĩāļāļāļ§āļēāļĄāļŠāļēāļĄāļēāļĢāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļāļĄāļēāļāļāļķāđāļ
Baldrige Excellence Builder: Key questions for improving your organizationâs performance
The Excellence Builder is based on the more detailed Baldrige Excellence Framework and its Criteria for Performance Excellence.
āļāļēāļĢāđāļŠāļ§āļāļŦāļēāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļēāļāļāļļāļĢāļāļīāļ āđāļāļ·āđāļāļŠāļĢāđāļēāļāļāļ§āļēāļĄāđāļāđāđāļāļĢāļĩāļĒāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļKASETSART UNIVERSITY
āļāļ§āļēāļĄāļŠāļēāļĄāļēāļĢāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļ āđāļāđāļĨāļāļāļīāļāļīāļāļāļĨ āļāļĩāļāļĢāļąāļāđāļāļĨāļĩāđāļĒāļāļāļĒāđāļēāļāļĢāļ§āļāđāļĢāđāļ§KASETSART UNIVERSITY
āļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļāļāļāļāļāļĢāļīāļāļāđāļĨāļ āđāļāļĢāļāļāđāļāļļāļĢāļāļīāļāđāļŦāđāļāļāļāļēāļāļ.pdfKASETSART UNIVERSITY
2. âĒ The set of managerial decisions and actions that
determines the long term performance of an
organization
âĒ SM can also be defined as the art and science of
formulating, implementing, and evaluating cross
functional decisions that enable an org. to achieve its
objective
âĒ SM focuses on integrating management, marketing
finance/accounting, production/operation, research
and development and computer information system
to achieve a org. success
01/06/2020 Dr.Pongsak SWATDIKIAT
18. âĒ 4 Important Issues :
ïDirection of the Organization
ïCompetition
ïProcess Improvement
ïSurvival of the Organization
āļāļēāļĢāļāļąāļāļŠāļīāļāđāļāđāļāļīāļāļāļĨāļĒāļļāļāļāđ/
āļĒāļļāļāļāļĻāļēāļŠāļāļĢāđ
01/06/2020 Dr.Pongsak SWATDIKIAT
19. āļāļēāļĢāļāļēāļŦāļāļāļāļīāļĻāļāļēāļāļŦāļĢāļ·āļāļĄāļļāđāļ
āđāļāđ āļēāļĢāļ°āļĒāļ°āļĒāļēāļ§ (Long-range
Focus : 3-5 years)
āļāļēāļĢāļŠāļĢāđāļēāļāļāļ§āļēāļĄāđāļāļāļāđāļēāļ
(Differentiation)
āļāļēāļĢāļĄāļāļāļŦāļēāļāļēāļāđāļĨāļ·āļāļ
āđāļĨāļ°āļāļēāļĢāļāļąāļāļŠāļīāļāđāļ
(Choice and Decision-making Focus)
(Problem-solving or Problem-
preventing Focus)
āđāļāđāļ
âĒ āđāļāđāļāļāļąāļāļāđāļēāļāđāļŦāļ (Where to
Compete?)
âĒ āđāļāđāļāļāļąāļāļāļĒāđāļēāļāđāļĢ (How to
Compete?)
01/06/2020 Dr.Pongsak SWATDIKIAT
24. âĒ3 Hard factors:
âĒ- System
âĒ- Strategy
âĒ- Structure
01/06/2020 Dr.Pongsak SWATDIKIAT
25. âĒ What are the most important (IT)
systems within the organization?
âĒ How are these tracked? Are they
structurally monitored and regularly
evaluated?
âĒ Which internal processes are being
followed and is this also documented?
factor 1 - System
01/06/2020 Dr.Pongsak SWATDIKIAT
26. âĒ What is the strategy?
âĒ How do you want to achieve your
goals?
âĒ How do you handle competition?
âĒ Are you prepared for changes in
demand?
factor 2 - Strategy
01/06/2020 Dr.Pongsak SWATDIKIAT
27. âĒ How is the company organized?
âĒ What is the hierarchy within the
organization (who reports to whom and
is this correct)?
âĒ How do different departments work
together?
âĒ How are projects organized within the
organization?
âĒ Are decisions arranged centrally or
decentrally? Is this how it should be?
factor 3 - Structure
01/06/2020 Dr.Pongsak SWATDIKIAT
29. âĒ What are the shared values ââof the
organization, is there a vision, and are
these known to staff?
âĒ What is the culture like within the
organization?
âĒ Do the defined vision and values ââof the
organization match reality?
âĒ Does management also adhere to the
shared values ââand vision?
factor 4 Shared values ââ
01/06/2020 Dr.Pongsak SWATDIKIAT
30. âĒ What competencies and specializations
are available within the team or
organization?
âĒ Are we missing competencies within
the team or organization?
âĒ What is the course within the
organization?
âĒ What about employee satisfaction?
âĒ What is the male / female distribution?
factor 5 Staff
01/06/2020 Dr.Pongsak SWATDIKIAT
31. âĒ Is the leadership style top-down or
bottom-up?
âĒ Is the atmosphere within the company
informal, or formal and hierarchical?
factor 6 Style
01/06/2020 Dr.Pongsak SWATDIKIAT
32. âĒ What different training courses has the
staff attended?
âĒ Are there projects where unique skills
would come in handy?
factor 7 Skills
01/06/2020 Dr.Pongsak SWATDIKIAT
33. 7 Ss Analysis
Structure
How would you
describe the
structure of your
organizational
systems (e.g.
hierarchical, matrix)?
Are there diverse
structures?
Strategy
What action plans
are in place to
identify objectives
and the mechanisms
to achieve them?
What establishes
your organization as
a place which
creates unique
value?
Systems
What are the
systems which
makes your
organization work
(e.g., management
systems, control
systems, financial
systems)?
Style
What is the
predominant style of
management? What
is really valued at
your organization?
What do the
managers do (e.g.
control people or
systems, enable
staff)?
01/06/2020 Dr.Pongsak SWATDIKIAT
34. 7 Ss Analysis
Staff
What kind of people are
recruited to your
organization ? How are staff
developed ? Is management
responsible for
communicating values
within your organization ?
What motivates staff ?
Skills
What skills are most valued
at your organization ?
Superordinate Goals
Express the fundamental
idea around which your
organization Is built, and Its
vision for the future
01/06/2020 Dr.Pongsak SWATDIKIAT
38. ïāļĨāļļāđāļĄāļŦāļĨāļāļāļąāļāļāļ§āļēāļĄāļŠāļēāđāļĢāđāļāđāļāļāļāļĩāļ (Softened by success)
ïāļĄāļāļāđāļĄāđāđāļŦāđāļāļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļāļāļĩāđāđāļāļīāļāļāļķāđāļ (See no evil)
ïāļāļĨāļąāļ§āļāļēāļĒāļĄāļēāļāļāļ§āđāļēāļāļēāļĢāđāļāđāļāļāļąāļ (Fearing the boss than the competition)
ïāļĄāļĩāļāļ§āļēāļĄāđāļŠāļĩāđāļĒāļāļāļĩāđāļĄāļēāļāđāļāļīāļāđāļ (āļāđāļēāļāļīāđāļ) (Overdosing on risk)
ïāļĨāļāļāļļāļāđāļĨāđāļ§āđāļĄāđāļāđāļāđāļŦāđāđāļāļīāļāļāļĢāļ°āđāļĒāļāļāđ (Acquisition lust)
ïāđāļŦāđāļāļ§āļēāļĄāļŠāļāđāļāļāļąāļāļ§āļīāđāļāļĢāļēāļ°āļŦāđāđāļĨāļ°āļāļąāļāļĨāļāļāļļāļāļĄāļēāļāļāļ§āđāļēāđāļŠāļĩāļĒāļāļāļāļąāļāļāļēāļ (listening
to wall street more than employees)
ïāļāļĨāļĒāļļāļāļāđāđāļĄāđāļāļīāđāļ (Strategy du jour)
ïāļ§āļąāļāļāļāļĢāļĢāļĄāļāļāļāđāļāļĢāļāļĩāđāļāđāļēāļāļĨāļąāļ§ (Dangerous corporateculture)
ïāđāļāđāļēāđāļāđāļāļŦāđāļ§āļāđāļāđāļāļāļāļāļ§āļēāļĄāļĨāđāļĄāđāļŦāļĨāļ§ (The new-economy death spiral)
ïāļāļđāđāļāļĢāļīāļŦāļēāļĢāđāļĄāđāļĄāļĩāļāļĢāļ°āļŠāļīāļāļāļīāļ āļēāļ (Dysfunctional board)
Causes
of
failure
01/06/2020 Dr.Pongsak SWATDIKIAT
48. Defining the Business Mission
ïŪ Answers the question:
ïĩ What business are we in and
where are we going?
ïŪ Focuses on the market(s) rather than
the good or service
ïŪ Strategic Business Units may also
have a mission statement
01/06/2020 Dr.Pongsak SWATDIKIAT
49. PepsiCoâs Mission Statement
âPepsiCoâs overall mission is to increase the value of our
shareholdersâ investment. We do this through sales growth,
cost controls and wise investment of resources. We believe
our commercial success depends upon offering quality and
value to our consumers and customers; providing products that
are safe, wholesome, economically efficient and
environmentally sound; and providing a fair return to our
investors while adhering to the highest standards of integrity.â
http:www.pepsico.com
01/06/2020 Dr.Pongsak SWATDIKIAT
51. 01/06/2020 Dr.Pongsak SWATDIKIAT
Corporate Philosophy
Toyota Global Vision
The Toyota Global Vision outlines the ideal form the company should take
in response to self-asked questions about what kind of organization TMC
should be and what kind of values it should honor.
Highlighting the mission statement is a commitment to being a company
that customers will choose and will feel good about having chosen. Toyota
has expressed that commitment with the slogan: "Rewarded with a smile
by exceeding your expectations".
The Global Vision contains TMC's intentions and resolve for the future.
54. Vision and Values
âĒ Vision corresponds to what the
organisation wants in the long term.
âĒ Values are the underpinning beliefs that
the organisation promotes.
âĒ Both provide a framework for strategic
planning.
01/06/2020 Dr.Pongsak SWATDIKIAT
57. Mission
âĒ Align the mission with organisation
values.
âĒ Regularly check that it is still appropriate.
âĒ Include a humanistic, social and
environmental orientation in the mission
in order to reflect the values of the vision
01/06/2020 Dr.Pongsak SWATDIKIAT
77. Environmental Scanning
Collection and interpretation of
information about forces, events and
relationships in the external
environment that may affect the
future of the organization or the
marketing plan implementation.
01/06/2020 Dr.Pongsak SWATDIKIAT
93. Competitive Advantage
The set of unique features of
a company and its products that
are perceived by the target market
as significant and superior to the
competition.
01/06/2020 Dr.Pongsak SWATDIKIAT
95. Cost Leadership
âĒ Obtain inexpensive raw
materials
âĒ Create efficient
operations
âĒ Design products for
manufacture
âĒ Control overhead costs
âĒ Avoid marginal
customers01/06/2020 Dr.Pongsak SWATDIKIAT
96. Cost Competitive Advantage
Being the low-cost
competitor in an
industry while
maintaining
satisfactory
profit margins.
01/06/2020 Dr.Pongsak SWATDIKIAT
97. Sources of Cost Reduction
Experience Curves
Efficient Labor
No-frills Products
Government Subsidies
Product Design
Reengineering
Production Innovations
New Delivery Methods
01/06/2020 Dr.Pongsak SWATDIKIAT
107. Niche Competitive Advantage
ïŪ Used by small
companies with limited
resources
ïŪ May be used in a limited
geographic market
ïŪ Product line may be
focused on a specific
product line
01/06/2020 Dr.Pongsak SWATDIKIAT
114. Strategic Alternatives
Market
Penetration
Increase market share among
existing customers.
Market
Development
Attract new customers
to existing products
Diversification
Introduce new products
into new markets.
Product
Development
Create new products
for present markets
1. Intensive Growth Strategies:
01/06/2020 Dr.Pongsak SWATDIKIAT
117. Portfolio Matrix
Tools for allocating
resources among
products or strategic
business units on the
basis of relative market
share and market growth
rate.
01/06/2020 Dr.Pongsak SWATDIKIAT
118. BCG Portfolio Matrix
MARKET SHARE DOMINANCE
HIGH LOW
MARKETGROWTHRATE
LOWHIGH
High growth
Market leaders
Require cash
Low growth
High market share
High cash flow
Low growth
Low market share
Minimal cash flow
? High growth
Low market share
Need cash
Poor profit margins
$
01/06/2020 Dr.Pongsak SWATDIKIAT
120. Strategies for Resource Allocation
Build
Hold
Harvest
Divest
Provide financial resources if SBU
(Problem Child) has potential to be a Star.
Preserve market share if SBU is a successful
Cash Cow. Use cash flow for other SBUs.
Increase short-term cash return.
Appropriate for all SBUs except Stars.
Get rid of SBUs with low shares in
low-growth markets.
01/06/2020 Dr.Pongsak SWATDIKIAT