for MBA class@nakon rachasima

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Wai chamornmarn
01 Introduction

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Class 2013

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Strategic management
01 Introduction 02 Future Analysis
Case Studies : AEC 2025 ;Thailand 2025, Myanmar 2025
,Laos2025, Vietnam 2025
03 Strategic Management
04 Stakeholder Analysis/Business Ecosystem 05 Value Analysis/ Strategic Alliance
Case Studies: Business ecosystem in Agrifood Industry( Rice
Maize, Rubber , Chicken) and. Manufacturing( Automobile,
Electronics and Computer)
06 Industry Analysis
07 Business Model 08 Dynamic Capability
Case Studies: Ikea ,Toyota, Monsanto, CP 09 Corporate Strategy
10 Competitive Strategy 11 Global Strategy
Case Studies: Strategy Synthesis( Thai Company in SET) 12 Innovation Strategy

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If you is going to get A
• (class)
•
• , Seeking Logic,
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•
•
•
•

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Professor Kaneko talking about
“Osmoregulation of Fish” The eels that are bred at the
university
Diagnosing disease damage
at the Plant Clinic
Professor Segawa giving a talk in front of the
display of dye-sensitized solar cells
Assistant Professor Lee explaining
how real-time wireless works
Measuring radiation levels using a
Geiger-Müller tube

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Problem Solving

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Multidimensional Thinking
• His pattern indicates two-dimensional thinking.”-Capt. Spock (Star Trek II,
The Wrath of Khan)
• The Blind Men and the Elephant” (Untermeyer, 1963).

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Dialectical Thinking
• Yin and Yang are opposites, both of which could not exist without the other.
The idea is that everywhere in nature opposites must coexist harmoniously.
•

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Quantum Thinking
A or B Energy
EnergyEnergy
False
Duality
Particle/Wave
Point of
Observation
Multiple views of
reality
All is
energy in
transition

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• Chinese
Strategic Thinking

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• Western
Strategic Thinking

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Strategic Thinking

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{ } (Liedtka
INTELLIGENT
OPPORTUNISM
HYPOTHESIS
DRIVEN
INTENT
FOCUS
SYSTEMS
PERSPECTIVE
THINKING
IN TIME
STRATEGIC
THINKING
Liedtka Model

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Strategic Thinking: Can it be Taught?

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Strategic Questions

29. The essence of strategy is synthesis rather than analysis

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30 of 58
Problem
Hypothesis
Facts
Analysis
Solution

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Can You Say What Your Strategy Is?
by David J. Collis and Michael G. Rukstad

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Industry Driver
Impact
• New entrants
• New/substitute
products
• New markets
• M&A activity
• Shifting business
models and
economics
• Technology
• Regulation
• Consumer Disposition
HIGH
LOW
LOW HIGHEnvironment Driver Impact
Static Industry
Slow Incremental Change
Transforming Industry
Steady Evolutionary Change
Dynamic Industry
Rapid Discontinuous Change
Scenario
Envisioning
Traditional Strategy
Development
Budgetary
Planning
Ideal Strategy
Development
Scenario Envisioning Supplement

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