A summary lecture on Strategic Management. Given at Copenhagen Business School's MBA program spring 2010, while in the program. The presentation gives an overview of the field of strategy. Extra attention is given to strategic innovation as a core discipline. The presentation is rounded out by a Goldman Sachs strategy case. Please contact Christian@engage-innovate.com for further information.

20. 1950 1960 1970 1980 TQM BCG Strategy Knowledge workers Positioning Transformational leadership Concept of strategy Porter’s 5 F Corporate Strategy BCG Matrix PESTEL PLC Scenarios SWOT

21. 1980 1985 Six Sigma ” In search of Excellence” 7 S Value Chain Resource-based view VRIO TQM (2) Lean Balanced Scorecard Strategic intent Knowledge company Crafting strategy

22. 1990 1995 BPR Networks Disruptive innovation Core Competences BSC (2) Learning organizations Mass custimization Positive psychology Strategymaking as serious play Disruptive technologies Intellectuca l capital Employee engagement Strategy safari HR-champion Competitive advantage through people Sears case Strategy as revolution Ongoing dynamic prosess Rise and fall of strategic planning

23. 2000 2005 Strategy maps BusinessEQ NPS Blue Ocean Strategy The Long Tail Stratey Index Human Sigma Management Innovation( 2) Office of Strategy Management Deep Discount str. Gallup path Knowledge-based theory of the firm Execution Danish strategy barometer Crowd-sourcing Say your strategy?

24. 2010 2015 Innovators dream of what might be…. Innovation

30. Bartlett & Ghoshal (2002)

31. Adapted from Lybecker, 2007 Strategic Planning Strategic Innovation Analytical Creative Logical and linear Disruptive Expect the future to be much like the present Expect the future to be dynamic and different Developing existing business model Developing alternativ (new) business model Focus on improving performance Focus on new realities Technology & product-driven Customer-driven Following traditions, rules and mental models Breaking traditions, rules and mental models

32. The Four Strategic Perspectives; Andersen, Froholdt & Poulfelt The Positiong perspective (external) The Resource-based perspective (internal) Blue Ocean Strategy- perspective Discount strategy perspective Compete in existing market space Compete by developing strong resources Create uncontested market space Compete in hypercompetitive market space Beat the competitors through a strong position Resources should be Valuable, Rare, Non-imirable and exploited by the organization (VRIO) Make the competition irrelevant Own value creation while destroying value for others Exploit existing demand Utilize strenghts in resource profile Create and capture new demand Both supply push and demand pull Low cost OR Differentation Leverage resources Create uncontested value Craft the strategy with disruptive effect

34. Strategic Analysis Idea Follow-up & Control Strategic Choice Strategy Execution Strategic Planning Business idea Value proposition Strategic Intent Vision Mission Values Unleash Human Imagination What’s our dream? Aligment with the rest of the organization Connect: Strategy; Metrics; Training and development Performance reviews Rewards & bonuses World-class alignment ” I know and understand our strategy” ” I am enthusiastic about our strategy” ” Every day, I make our strategy happen” BSC Communi-cations strategy Execution Be defined by industry or blow up the industry’s borders? Clear choice of what we want to be and do Clear choice of what we don’t want to be and do Investments Long-term Goals Align: Organization Culture Rewards People Radical business model innovation Imagine if… Scenarios Options Uniqe Industry Position Business plan: Long-term goals and plans BSC Strategy maps External Porter 5F PESTEL BCG Matrix Market & customer analysis ” faster horses” Internal Financials SWOT VRIO (CC) 7 S Value chain BEQ NPS Human Sigma Employee & Customer Engagement Innovation rate Culture GPTW