The document provides an overview of Part 1 of a session on strategy in strategic human resource management. Part 1 aims to provide an understanding of organizational strategy, including the role of strategy, different types of strategy, value propositions, and organizational lifecycles. It discusses key strategy concepts and tools such as Porter's five forces analysis and the generic business strategies of cost leadership, differentiation, and focus. Examples are provided of companies like Walmart, Krispy Kreme, and Kodak to illustrate different strategic approaches. The document emphasizes aligning HR practices with business strategy to achieve organizational goals.
Porter's Generic Strategies with examplesdipalij07
This Presentation is containing brief description of generic strategies with examples of companies in detail....
Hope it will be helpful to everybody....
Enjoy...!! :)
Porter's Generic Strategies with examplesdipalij07
This Presentation is containing brief description of generic strategies with examples of companies in detail....
Hope it will be helpful to everybody....
Enjoy...!! :)
Michael Porter is a professor at Harvard Business School.
A firm’s success in strategy rests upon how it positions itself in respect to its environment.
Collaboration is not an option. Everything is available to everyone. Your business needs strategies for competitive advantage. This presentation helps you to start thinking in the direction.
Courses of action adopted by an organization for each of its businesses separately to serve identified CG and provide value to customers by satisfaction of their needs
Nokia (Finland) has existed in this industry since time immemorial. Using its intelligence and the emerging technology from time to time, it exhibits the reputation of the leading contender that it enjoys today. Samsung (South Korea), on the other hand, rushed into the mobile phone industry like a gush of strong wind, but has been making quite an impact to consumers.
The question, who's better? This presentation that can also be seen at www.youtube.com/watch?v=G_NNE4dZngg aims to compare #CheapSamsungPhones with Nokia phones in terms of strengths and weaknesses.
Michael Porter is a professor at Harvard Business School.
A firm’s success in strategy rests upon how it positions itself in respect to its environment.
Collaboration is not an option. Everything is available to everyone. Your business needs strategies for competitive advantage. This presentation helps you to start thinking in the direction.
Courses of action adopted by an organization for each of its businesses separately to serve identified CG and provide value to customers by satisfaction of their needs
Nokia (Finland) has existed in this industry since time immemorial. Using its intelligence and the emerging technology from time to time, it exhibits the reputation of the leading contender that it enjoys today. Samsung (South Korea), on the other hand, rushed into the mobile phone industry like a gush of strong wind, but has been making quite an impact to consumers.
The question, who's better? This presentation that can also be seen at www.youtube.com/watch?v=G_NNE4dZngg aims to compare #CheapSamsungPhones with Nokia phones in terms of strengths and weaknesses.
MICG - Strategy and Risk Management for MTU ServicesKenny Ong
MICG ENTERPRISE RISK MANAGEMENT 2012
November 2012
Strategy and Risk Management
• Strategic Risks in the New World
• The Most Important Risk of All: Business Model vs. Risk (Choosing the wrong Business Model)
• M&A Risk (Pre- and Post- Acquisition Risks)
• People Risk (Succession Planning and Business Continuity)
• Fraud Risk
• Growth Risk (Growth methods and their associated risks including Benchmarking Risk)
• Reputational Risk (Brand and PR)
• R&D Risk
• How To: The 4-Wheels Operating Model and Strategic Risk Management Checklist
This is the concluding presentation of a two part webinar for Blue ocean strategy.
The presentation introduces the audience to the core principles of Blue Ocean Strategy - which comprise of the six steps viz 1) Reconstructing Market Boundaries 2) Focusing on the Big Picture 3) Reaching Beyond Existing Demand 4) Getting the strategic sequence right 5) Overcoming organizational Challenges 1) Building execution into strategy.
The presentation also focuses on How the Boundaries can be reconstructed with 6 Paths Framework, How one can focus on big Picture by utilizing the visual strategy framework and PMS Maps, How One can reach beyond the existing demand by utilizing the Three tiers of Non Customers framework, How one can get their strategic sequence right by utilizing the buyer utility map, Price corridor of masses and overcoming organization hurdles framework.
The presentation also details on how to overcome the organizational hurdles and ways of building execution into strategy.
This presentation is aimed at explaining the greatness of Blue ocean strategy thinking to general audience through simple means and examples and does not imply distortion of facts and frameworks of the original Authors: Chan Kim, Renee Mauborgne
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
Continuity is the last of the five test of sound strategy which are
• A unique value proposition compared to competitors
• A different, tailored value chain
• Clear tradeoffs, and choosing what not to do
• Activities that fit together and reinforce each other
• Continuity of strategy with continual improvement in
Continuity is a key to enable company to execute successful strategy
ความต่อเนื่องคือหัวใจของการดำเนินกลยุทธ์ในการแข่งขัน
Intro to Product Management and Business Model Canvas (BMC)Mulyadi Oey
A set of slides that I had used to describe what Product Management in general is and how to utilize Business Model Canvas (BMC) to help organizations / startups in finding their product-market fit.
What is a business model and how fulfill a business model canvas. Some example of wellknown companies business model: Coca Cola (glass bottle!), Financial Times, LinkedIn, Groupon, Twitter, Facebook, Blockbuster and Google.
Finally community business model (geographically based, professional and online communities) and what is a business plan and how is diverse from a business model.
GoSolo Workshop 2: Evaluating your IdeaBECO Capital
This session provides an overview of a framework called the 7 domains of attractive opportunities (developed by Professor John Mullins of London Business School). We define the framework and provide real life examples. The go
1. History of Product Differentiation
2. Product Differentiation Strategy
3. Cost and Benefits of Product Differentiation
4. Types of Product Differentiation
5. Bases of Differentiation
6. Differentiating Factors
7. Differentiation & Porter’s 5 Force Model
8. Advantages of Product Differentiation
9. Competitive Advantages
10. Value for Product Differentiation
11. Differentiation and Segmentation
12. Case Study – Micromax
13. Case Study – Pizza Hut
14. Conclusion
This is the 7th in the 8th session course on Entrepreneurship for working executives and this provides an overview of the different methods of valuing a company with emphasis on the DCF method. A couple of examples of how startups in India have increased their valuation have also been included based upon publicly gleaned information
Session 6 type of enterprise to set upAnilesh Seth
These slides cover session 6 in the 8 session program for working executives on Entrepreneurship.
In this session, the objective is to introduce the various forms of enterprise that entrepreneurs would typically consider setting up. A broad treatise on different forms of enterprise is also provided, more to provide a well-rounded introduction to the subject. A short caselet helps the students analyze the pros and cons of setting up different forms of enterprise and arrive at an informed decision
Ideation and the business canvas session 3Anilesh Seth
This is the third session in my course titled Entrepreneurship Management. In the first two sessions, I introduced the students to the idea of entrepreneurship as being that of identifying opportunities and creating value - not just in start ups. I talked of Entrepreneurial Leadership and presented some facets of the support ecosystem that exists in India. Here in session three I take the discussion one step forward by talking about ideation per se and converting it into an actionable plan using a tool called the Business Canvas.
This is part 2 in a 2 part foundational portion for the course Strategic HRM. The course is aimed at working professionals pursuing an Executive MBA. This part is intended to provide a grounding in Strategy to enable a smooth segue to the second part of the Strategic HRM program. It does not therefore dive into the HR aspect specifically but focuses on establishing the foundation of Strategy and its linkage to HR
Effective change management walks you through how change was effected in two instances with specific objectives. This is based upon actual experiences and the reader can therefore glean very practical strategies and approaches that make sense to him or her.
Does a captive make sense for my organizationAnilesh Seth
There is a lot of "press" out there that talks about the pros and cons of captives in India. There is one view point that captives are unnecessary, and yet another that captives are a much better bet than outsourcing to a third party. As always, value lies in the eyes of the beholder and this ppt provides an evaluation framework for someone wanting to make a decision
Retention and recruitment during economic downturnsAnilesh Seth
This isnt an academic treatise of the subject but is focused on experiential approaches to tackling the needs of retention and recruitment during periods of uncertainty. I have used 'caselets' to drive home some of the points, and have avoided generating exhaustive to do lists.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
[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
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Memorandum Of Association Constitution of Company.ppt
Strategy in strategic hrm part 1
1. STRATEGY IN STRATEGIC HRM: PART 1
Anilesh Seth
Ideator, Co Founder & CEO, KROW
www.krow.in
Ex-CEO/MD: LGSI, Qatalys & Supervalu India
www.slideshare.net/anilesh
http://In.linkedin.com/in/anileshseth
anileshseth@hotmail.com
2. Part 1: Sessions 1 & 2
• Objective of these sessions is to enable an
understanding of strategy and associated
terms and tools to serve as a foundation to
segue into Strategic HRM
• Content of Part 1: Overview of organizational
strategy – role of strategy, understanding of
types of strategy through case studies and
examples, value proposition and organization
life-cycle
3. • July 27, 2012 News ….”Samsung completely
destroyed Apple in smartphone shipments
Last Quarter”
• Samsung passed Nokia to become the top
manufacturer for handsets overall
• Samsung “shipped” over 50 million
smartphones in the second quarter
• Apple “sold” 26 million
4. • July 27, 2012 News ….”Samsung completely destroyed
Apple in smartphone shipments Last Quarter”
• Samsung passed Nokia to become the top
manufacturer for handsets overall
• Samsung “shipped” over 50 million smartphones in the
second quarter
• Apple “sold” 26 million
Assignment: Do desk research on both companies and
identify what each company is doing to ensure the no 1
slot. Are these sustainable? Pick a position on who will
succeed. Output: Powerpoint – Max 4 slides.
????
6. So what is Strategy?
“Strategy is the direction and scope of an
organization over the long-term; which achieves
advantage for the organization through its
configuration of resources within a challenging
environment, to meet the needs of markets and
to fulfill stakeholder expectations”
7. What the gurus say….
• Michael Eugene Porter
(1996) Competitive
strategy is about being
different. It means
deliberately choosing a
different set of activities to
deliver a unique mix of
value
8. Porter’s five forces analysis
• This is a framework used for evaluating a
company’s competitive position
http://www.maxi-pedia.com/Five+Forces+model+by+Michael+Porter
9. What the gurus say….
• Kenichi Ohmae
The 3Cs Model
Reference: http://www.lacpa.org.lb/Includes/Images/Docs/TC/TC278.pdf
10. What the gurus say….
• Gary Hamel and CK Prahlad
“To achieve success the
company should connect its
ends to its means through
Strategic Intent”. This has 3
attributes:
– Sense of direction
– Sense of discovery
– Sense of destiny
11. The military viewpoint
• Deals with the planning and conduct of campaigns, the
movement and disposition of forces and the deception of
the enemy
• “In peace, prepare for war, in war, prepare for peace. The
art of war is of vital importance to the state (512 BC)”
12. Some common threads
• The future….
• Customers….
• Competition….
• Competitive advantage….
• Entry barriers….
• Innovation….
• Marshaling resources….
A great starting point is asking the questions:
- Where are we now?
- Where do we want to go?
- How do we get there?
“If one does not know to which port one is sailing, no wind is favorable.”
Lucius Annaeus Seneca…Roman Philosopher (born 5 BC)
14. Cost leadership example: Wal-Mart
• Wal Mart was founded in 1962 by Sam Walton
• Rigorously pursued its core philosophy of cost-leadership
• Sam realized that retailing was a volume driven business and success
would be achieved by offering customers better value for their money
• Started by establishing discount stores in smaller towns
• 1970s – it went national. Opened its first distribution center
• 1980s – opened up the first SAM’s club. 276 stores
• 1990s – EDLP went international. 1997 crossed 100 billion USD
• 2000s – offering customers a seamless shopping experience – online, in
store or on a mobile device. 2010 – Bharti Walmart in India
• 2012 – 50 years of helping people save money so they can live better.
Employs 2.2 million associates worldwide, 200 million customers each
week in 10,000 stores in 27 countries
• As of Jan 2012 it had revenues of 447 billion after Exxon and Royal Dutch
Shell
16. How did Wal-Mart achieve this?
• Warehousing and distribution System: strategically
located distribution centers, cut overheads, reduce
costs
• Inventory: As low as possible by tightly controlling
supplier on-time delivery
• EDLP
• Overseas outsourcing: Online and direct access to low
cost foreign suppliers
• Supplier control: Encourages suppliers to keep reducing
costs, update computer systems, redesign
packaging, examine financial accounts and ask them to
cut margins etc
17. Product and service differentiation
• Product differentiation
– Features Example:
– Manufacturing process Cervelo – aerodynamic race bikes
“Speed, Engineered”
– Performance BMW – the ultimate driving machine
– Design
• Service differentiation
Example:
– Speed of delivery Enterprise rent a car
– Availability “We’ll pick you up”
– Loyalty programs
– After sales service and training
– Warranty
Combination: Dominos pizza: New product intros with 30 minute guarantee
18. Differentiation example: Krispy Kreme
• Specialty retailer of premium-quality doughnuts
• Started in 1937 – went IPO in 2000
• First international store in Canada in 2001
• Now in Sydney, London, Mexico, Puerto
Rico, Turkey
• Plans to open up 80 stores in Southern India and
Western India in next 5 years
• Revenue about 13.5 billion USD
19. Krispy Kreme – some elements of their
strategy
• “It isn’t about what’s inside the doughnut but what's inside a customer’s
head”
• Opinions are:
– The Michelangelo of doughnut makers
– It is an art
– Heavenly inspired
• Loyalists are wait in line for hours on the opening day of a new unit – they
camp out 24 hrs in advance!
• Created a cultural icon and built customer pride
– Exhibit at the Smithsonian National Museum of American History
– The Doughnut Theatre – watch them being made
– Doughnut of the month
– Website: Friend of Krispy Kreme – make customers feel they are part of the
company
– Collectibles (shirts, boxers, shorts, mugs, hats etc.)
20. Types of business level strategy
Cost Efficient supply chain
leadership
Caters to a niche, Porter’s 4 Customer service,
Example Kopi Luwak
Example Breeze Resorts
Differentiation
focus generic Differentiation quality, convenience,
strategies
Low-cost focus
Lowest provider for a niche market
Example: Redbox for DVD rentals
Foundational elements:
- Customer intimacy – this involves a high level of investment in understanding customers
- Product innovation
21. Strategy vs Tactics
• A strategy is a market Example: Hyundai Motor Corporation’s
based move that expenditures on R & D and plant expansion
involves a significant to become one of the world’s largest car-makers
commitment of by 2010 and sell one million units annually in the
organizational US
resources and is
difficult to
implement and
reverse
• A tactic is a market Example: Hyundai Motor Corporation’s
based move that is US pricing strategy
taken to fine-tune a
strategy
23. What is this “Vision thing”?
• Vision
– Long term, encouraging, aspiration for the future
– Must be in line with corporate values
24. What is this “Vision thing”?
• Vision
– Long term, encouraging, aspiration for the future
– Must be in line with corporate values
Boeing (1950):
Become the dominant player in commercial aircraft and bring the world into
the jet age
Boeing (2016):
People working together as a global enterprise for aerospace leadership
Microsoft (1980):
A personal computer in every home running Microsoft software
Microsoft (Steve Balmer):
Enabling people and businesses to realize their full potential
Reading: Marketing Myopia: http://hbr.org/2004/07/marketing-myopia/ar/1
Assignment: Research the vision statements of at least one successful start up and one
established Indian corporate. Find out if this has changed over the years
25. Organization life-cycle
Likely to mirror industry maturity
Can apply SWOT/Porter’s 5 forces
at each stage – it will be different
Ref: http://www.product-arts.com/articlelink/1246-company-evolution-a-the-organizational-life-cycle
26. The KODAK case study
• In Jan 2012, the 131 year old film pioneer filed for bankruptcy
• Since 2004, they reported only one year of full profit
• Kodak appears to have fallen to undercutting of prices by
companies like Fujifilm and then the onset of digital technologies.
Kodak actually halted investment in film in 2003
• Kodak’s turnaround strategy has the following components:
– Creation of a digital business
– Exiting traditional operations – closing 13 plants and 130 labs
– Workforce reduction by 47,000 since 2003
– Reducing cost-structure
– Monetizing non-core IP assets (digital patents – selling and suing!)
Question: Was Kodak in business to create cameras and film or was
Kodak in business to help people capture and preserve memories?
27. Value Proposition
• A business or marketing statement that
summarizes why a consumer should buy a
product or use a service. It:
– explains how your product solves customers
problems or improves their situation
– delivers specific benefits (quantified value)
– tells the customer why they should buy from you
and not from the competition (unique
differentiation)
– should be simple and concise
Check out this video:
http://www.youtube.com/watch?v=VZ5rgVgn5qk
28. More about value propositions
• Example of what it should *not* be:
Revenue-focused marketing automation & sales
effectiveness solutions unleash collaboration with
customers and internal departments throughout
the revenue cycle
• Caution not to mix them up with slogans like:
“L’Oréal. Because you’re worth it”
31. Connecting some dots….
What is “Strategic” HRM?
Discussion: Who “manages” employees – HR or Managers?
32. What is strategic HRM?
• Strategic HRM is the practice of aligning business
strategy with that of HR practices to achieve the
strategic goals of the organization
• This meshes with the values of a company and
can manifest itself in ways such as innovation
leadership or outstanding customer service
• This demands a proactive and hands on approach
by the management as well as the HR
department
• The HR department’s role here is more of
“facilitation”
33. Essential elements of strategic HRM
• Internally transforming
HR staff and structure
• Enhancing administrative
efficiency
• Integrating HR into the At the core is ensuring that
strategic planning a company’s Human Resources
process are a source of key Competitive
• Linking HR practices to advantage
business strategy and to
one another
• Developing a partnership
with line management
34. Example: Use of tools as an enabler of
change management
• The ADKAR model
Awareness ..of the need for change
Desire ..to support and participate in
the change
Knowledge ..of how to change
Ability ..to implement required skills
and behaviours
Reinforcement ..to sustain the change
Source: ADKAR, A model for change in business, government and our community
- Jeffrey M. Hiatt
36. The Strategic Management Process
Strategic
Analysis
Strategy
Development
Strategy
Implementation
37. Reference books
• Competitive Strategy: Techniques for Analyzing Industries and Competitors
– Michael Porter
• Competitive Advantage: Creating and Sustaining Superior Performance
– Michael Porter
• Cases in Competitive Strategy
– Michael Porter
• Strategy Maps
– Kaplan & Norton
• What Matters Now
– Gary Hamel
• Strategic Flexibility
– Gary Hamel, C K Prahlad, Howard Thomas, Don O’Neal
• Competing for the Future
– Gary Hamel, C K Prahlad
• Strategic Management
– Hitt, Ireland, Hoskisson
Aspects to consider:Timing of new product introduction?No of models?Features/ease of use?Screen size, weight?Distribution channels?Supply chain, manufacturing costs?Geographic pull?Innovation?Does it makes sense to use a tool like SWOT Analysis?
Aspects to consider:Timing of new product introduction?No of models?Features/ease of use?Screen size, weight?Distribution channels?Supply chain, manufacturing costs?Geographic pull?Innovation?Does it makes sense to use a tool like SWOT Analysis?
Remember, resources includes people – and hence the importance of “Strategic HRM”
Note the emphasis on being different, unique
The emphasis is on “Sustained” competitive advantageCustomers are both present and potential – and are segmentedCorporation needs to evaluate both the long and the short term strategies to beat competition. Examples:Selectivity and sequencingMake or buyCost-effectiveness/cost leadership
Sense of direction: A particular point of view about the long-term market or competitive position that the firm hopes to build. It’s a view of the futureSense of discovery: A strategic intent is differentiated. It implies a competitively unique point of view about the future. It holds out to the employees the promise of exploring new competitive territorySense of destiny: Strategic intent has an emotional edge to it; it is a goal that employees “want” to achieve
Focused cost leadership is the first of two focus strategies. A focused cost leadership strategy requires competing based on price to target a narrow market A firm that follows this strategy does not necessarily charge the lowest prices in the industry. Instead, it charges low prices relative to other firms that compete within the target market. Redbox, for example, uses vending machines placed outside grocery stores and other retail outlets to rent DVDs of movies for $1. There are ways to view movies even cheaper, such as through the flat-fee streaming video subscriptions offered by Netflix. But among firms that rent actual DVDs, Redbox offers unparalleled levels of low price and high convenience.Focused differentiation is the second of two focus strategies. A focused differentiation strategy requires offering unique features that fulfill the demands of a narrow market . As with a focused low-cost strategy, narrow markets are defined in different ways in different settings. Some firms using a focused differentiation strategy concentrate their efforts on a particular sales channel, such as selling over the Internet only. Others target particular demographic groups. One example is Breezes Resorts, a company that caters to couples without children. The firm operates seven tropical resorts where vacationers are guaranteed that they will not be annoyed by loud and disruptive children.As noted in a 2010 article in the New York Times, Kopi Luwak beansare found in the droppings of the civet, a nocturnal, furry, long-tailed catlike animal that prowls Southeast Asia’s coffee-growing lands for the tastiest, ripest coffee cherries. The civet eventually excretes the hard, indigestible innards of the fruit—essentially, incipient coffee beans—though only after they have been fermented in the animal’s stomach acids and enzymes to produce a brew described as smooth, chocolaty and devoid of any bitter aftertaste.Reference: http://catalog.flatworldknowledge.com/bookhub/3085?e=ketchen_1.0-ch05_s04#ketchen_1.0-ch05_s05
Note how the vision statement has changed over the years. Why do you think this is so?The vision statement does not change in the short term.
Note how the vision statement has changed over the years. Why do you think this is so?The vision statement does not change in the short term.
The organizational lifecycle is analogous to the product life cycle which follows a similar trajectory
What was their vision? Did they need to change it? Did they need to redefine their business? Were the leaders not looking at the innovations/technological changes? Was this a classic case of “Marketing Myopia”
One of the biggest needs of organizations is to have an effective way to tackle change. Examples of changes could be many – such as a need to reskill employees, downsizing, shifting a plant or at an individual level, say, transferring an individual to another location, or even something like introducing flexible work arrangements. The ADKAR model is a proven tool that organizations use to manage this change. Keep in mind that it is the responsibility of the management to manage the change – not the HR department. The HR departments are facilitators in this process
An example that will resonate with many, given its contemporary nature, is one of downsizing. This causes a lot of fear and uncertainty within an organization. Productivity dips as individuals shift into survival mode. The ADKAR model provides a good framework to evaluate where an organization stands. This allows for configuring strategies to deal with the specific areas that emerge as the ones requiring attention.