The document provides an overview of corporate strategy and different perspectives on strategy. It discusses strategy as rivalry, alignment processes, co-creation, and learning. Strategy is defined as a plan to achieve a specific goal by configuring resources to fulfill stakeholder expectations within a changing environment. Different strategic tools are presented, including Porter's five forces, the value chain, activity systems, and Kaplan and Norton's balanced scorecard approach which translates strategy into operational targets. The future is seen as invented through decisions rather than predictable or chaotic. The agenda is to understand how to make right assumptions about the future to gain competitive advantage.
Balanced Scorecard Master Class Workshop - Jakarta 18 January 2013Sapri Pamulu, Ph.D
MasterClass with the creator of balanced scorecard - Prof. Kaplan- @Hotel Mulia Jakarta/Indonesia, 18 January 2013.
THE SECRET TO SUCCESSFUL STRATEGY EXECUTION"
BetaCodex10 - Making Performance Management WorkGebhard Borck
Beyond Budgeting Transformation Network white paper:
From fixed to relative performance contracts, and towards simple, ethical and empowering ways of dealing with performance.
Why your performance management systems have to change. And how you should approach this.
Balanced Scorecard Master Class Workshop - Jakarta 18 January 2013Sapri Pamulu, Ph.D
MasterClass with the creator of balanced scorecard - Prof. Kaplan- @Hotel Mulia Jakarta/Indonesia, 18 January 2013.
THE SECRET TO SUCCESSFUL STRATEGY EXECUTION"
BetaCodex10 - Making Performance Management WorkGebhard Borck
Beyond Budgeting Transformation Network white paper:
From fixed to relative performance contracts, and towards simple, ethical and empowering ways of dealing with performance.
Why your performance management systems have to change. And how you should approach this.
3 Strategies for Overcoming Resource Management ChallengesPM Solutions
Whether you’re dealing with resource contention issues, inadequate project management skills within your PMO, or unrealistic schedules and budgets, you need to identify and implement actionable steps over the next 12 months to make sure your PMO is firing on all cylinders.
Learn how you can uncover the three key strategies necessary to overcome your resource management challenges and create a sustainable, results-driven PMO culture geared for success.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
The presented Network Scorecard suite is a method aimed at supporting the strategic and operational management processes of networks. It relies on three principles: It is a participatory approach, where the networks key actors jointly define a shared vision of their networks performance. Moreover, its integrated approach covers the management cycle of the network including the definition of a strategy, a plan of action and a scorecard. And finally, it structures a network performance on four dimensions: the benefits to the members, implication of the members, external context and organization. The practice presents all necessary steps to involve the key actors of the network and structure the process.
www.FITT-for-Innovation.eu
3 Strategies for Overcoming Resource Management ChallengesPM Solutions
Whether you’re dealing with resource contention issues, inadequate project management skills within your PMO, or unrealistic schedules and budgets, you need to identify and implement actionable steps over the next 12 months to make sure your PMO is firing on all cylinders.
Learn how you can uncover the three key strategies necessary to overcome your resource management challenges and create a sustainable, results-driven PMO culture geared for success.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
The presented Network Scorecard suite is a method aimed at supporting the strategic and operational management processes of networks. It relies on three principles: It is a participatory approach, where the networks key actors jointly define a shared vision of their networks performance. Moreover, its integrated approach covers the management cycle of the network including the definition of a strategy, a plan of action and a scorecard. And finally, it structures a network performance on four dimensions: the benefits to the members, implication of the members, external context and organization. The practice presents all necessary steps to involve the key actors of the network and structure the process.
www.FITT-for-Innovation.eu
This presentation was part of a workshop held at Arvetica. It is a general introduction to strategic thinking for those unfamiliar with the field and guides through the schools of strategic thinking, gives a better understanding of dateless strategy icons and management gurus of our time. Learn how their ideas apply to your business setting and your daily work in order to improve your strategic performance.
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
Achieving Operational Visibility and Financial Gain at Del MontePerficient, Inc.
Perficient joined Del Monte Corporation for this webcast about how you can achieve greater operational visibility and financial gains by extending IBM Cognos TM1 beyond financial planning and analysis, to operational planning. Using recent examples from Del Monte, we show you how you can improve planning decisions, make more effective use of planner time and realize significant financial gains.
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
2. What does strategy mean ?
Etymology
"art of a general"
from Fr. stratégie, from Gk. strategia "office or
command of a general," from strategos "general,"
from stratos "multitude, army, expedition "
Based on the Online Etymology Dictionary. Douglas Harper, Historian. 22 May. 2007.
10. “the direction and scope of an organization
over the long term, which achieves
advantage for the organization through its
configuration of resources within a changing
environment and to fulfill stakeholders
expectations”
Exploring Corporate Strategy, Johnson and Scholes, 2002
13. Vocabulary Resources/Core capabilites
Vision/Goals
Strategy/Plan
Point B
Environment/
Decisions Circumstances
Point A
Competitors
time
now the future
14. Different approaches, different tools,
different purposes
rivalry
alignment processes
A D1
strategy as… B C
D2 E
co-creation
free rider
environment
learning process x
x x
x
x x
x
technology
cognition
manipulation
24. The need for focus
Here Ok
Here
CEOs
Managers
Staff
25. Strategy-Focused Organization principles
2. TRANSLATE STRATEGY TO 1. Mobilize CHANGE THROUGH
OPERATIONAL TERMS EXECUTIVE LEADERSHIP
2.1 Strategy map developed 1.1 Top leadership committed
2.2 Balanced Scorecard created 1.2 Case for change clearly articulated
2.3 Targets established 1.3 Leadership engaged
2.4 Initiatives rationalized 1.4 Vision and strategy clarified
2.5 Accountability assigned 1.5 New way of managing understood
1.6 Program manager identified
STRATEGY-
FOCUSED
3. ALIGN THE Organization Organization 5. GOVERN TO MAKE STRATEGY A
TO THE STRATEGY CONTINUAL PROCESS
3.1 Corporate role defined
BEST PRACTICES 5.1 BSC reporting system established
3.2 Corporate – SBUs aligned 5.2 Strategic review meetings conducted
3.3 SBU – Support units aligned 5.3 Planning, budgeting, and strategy integrated
3.4 SBU – External Partners aligned 5.4 HR and IT planning linked to strategy
3.5 SBU – Board of directors aligned 5.5 Process management linked to strategy
4. MOTIVATE TO 5.6 Knowledge sharing linked to strategy
MAKE STRATEGY 5.7 Strategic Management Office
EVERYONE’S JOB established
4.1 Strategic awareness created
4.2 Personal goals aligned
4.3 Personal incentives aligned
4.4 Competency development aligned
Balanced Scorecard Collaborative • bscol.com
35. Strategic Options
System lock-in
Total
customer Best
solutions Product
Total customer solutions System lock-in Best product
Competition for the Competition around the control Competition based on
customer « interaction of the ecosystem determinants product ’s economic
system » attributes
Complementors lock-in
Redefining customer ’s competitor lock-out Low cost or mere
experience differentiation
Proprietary standard
40. Kim and Mauborgne
“The only way to beat the
competition is to stop trying
to beat the competition”
41. Red and blue ocean strategies
Red Ocean Strategy Blue Ocean Strategy
Compete in existing market space. Create uncontested market space.
Beat the competition. Make the competition irrelevant.
Exploit existing demand. Create and capture new demand.
Make the value/cost trade-off. Break the value/cost trade-off.
Align the whole system of a company’s Align the whole system of a
activities with its strategic choice of company’s activities in pursuit of
differentiation or low cost differentiation and low cost.
42. Strategic canvas
5 - high
value curve
performance
3 - medium
1 - low
1 2 3 8
te te te te
bu bu bu … bu
ttr
i tri tri ttr
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a at at a
48. Collaboration as co-creation of value
discovering and
creating new
opportunities
sharing and
shared destiny
creating and co-creation
prerequisites for collaboration
knowledge of value
sharing
shared practices
information and co-innovation
(transaction
data)
collaboration with
suppliers, key
customers, partners
arm’s-length
relationship traditional
business
approach
market-based, improved joint Joint goals;
transaction business development; joint leverage of
driven; across processes; co-management competencies
business unit across legal of the enhanced
boundaries boundaries network
collaboration intensity
57. 1% 18%
Strategy
300%
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Development plan
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70. Intentionality
The intentionality characteristic of humans is a result of
evolutionary processes. Humans have goals and desires
and tend to operate in order realize their goals
(according to their understanding of the world or their
beliefs).
75. Different approaches, different tools,
different purposes
rivalry
alignment processes
A D1
strategy as… B C
D2 E
co-creation
free rider
environment
learning process x
x x
x
x x
x
technology
cognition
manipulation
76. Quick checklist
Identify the strategic issues
1. What’s the problem ? What’s the context ?
Select the right method and tools
1. Read reference books
2. Ask questions to experts
3. Use the internet
Co-create strategy with all future participants
Operationalize: translate concepts into daily activities
Monitor execution (measure progress)
Update strategic destination if necessary