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Strategic intent
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- 2. What is Strategy? • Where is the business trying to get to in the long- Direction term? • Which markets should a business compete in and what Markets and Scope kind of activities are involved in such markets? • How can the business perform better than the Advantage competition? • What resources are required in order to be able to Resources compete? • What external, environmental factors affect the Environment businesses' ability to compete? • What are the values and expectations of those who Stakeholders have power in and around the business?
- 3. Strategic Intent Ambitious Emotional and and Journey to Compelling Intellectual the Future Dream Energy
- 4. Strategic Mindsets STRATEGIC FIT STRATEGIC INTENT MODEL MODEL Strategic thinking is driven by Strategic thinking is driven by the match between current bridging gap between today’s reality capabilities and existing and tomorrow’s vision opportunities Finding ways to leverage resources Searching for sustainable Outpacing competitors in building advantages new advantages Finding protected niches Making new industry rules
- 5. Competitor Analysis • “Acompany’s strategic orthodoxies are more dangerous than its well financed rivals” Short- Imitate Sightedness
- 6. Characteristics of StrategicIntent Essence of Winning Within “arm’s reach “ of every consumer in the world Stable over Time Increased quality, reduced costs, cultivated export markets and then developed a new product
- 7. Characteristics of StrategicIntent Personal effort and Commitment Enormous Creativity
- 8. Planners ask “How Winners ask “What will next year be must we do different ? ” differently ?”
- 9. Corporate Challenges Sense ofUrgency Competitive focus at every level • Ford & GM Skill Development Give time between challenges Clear milestones and review mechanisms Reciprocal Responsibility • Share Pain – Share Gain
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- 11. Approaches to CompetitiveInnovation • Building layers of advantage – Wider the portfolio of advantages, lesser the risk – Aim for differentiation + cost reduction
- 12. Approaches to CompetitiveInnovation • Searching for loose breaks – Required to break into a market or challenge a competitor • Attack outside existing market • Remain unnoticed
- 13. Approaches to CompetitiveInnovation • Changing the terms of engagement – Barriers to Entry v/s Barriers to Imitation • Standardized machine components reduced cost • Distribution through office product dealers • Create a national service network
- 14. Approaches to CompetitiveInnovation • Competing through collaboration – Win without fighting – “Enemy’s enemy is your friend” • Calibrate competitor’s strength • Assessed the progress US rivals had made in cost reduction, quality and technology
- 15. Wrong approach tostrategic intent • Heuristics and typologies limit the options • Strategy seen as a positioning exercise • Goal to find a niche in existing industry space • Concepts like “mature” and “declining” are misunderstood • Tools of strategic analysis are focussed internally
- 16. Evaluation Parameter • Evaluationon “numbers” basis • Unable to develop deep business knowledge due to “career development”
- 17. The No. 1Race • Integration problem during Acquisition • Overloaded with initiatives • Incompatible collaborative ventures
- 18. STRATEGY HIERARCHY GOALS GUIDE Employees fail to Strategies understand GUIDE Tactics
- 19. Code of Silence •Competitive challenges hidden from employees • Informed mainly to extract concessions • Revitalization and Participation needed
- 20. Creativity Issues • Notenough heads • Incremental improvement strategies • Not venturing into different territories • Entry into personal copier from overseas sales subsidiary
- 21. Conservative Goals • Lackof pressure and enthusiasm • No useful guidance for innovation • Blame on Investors but they are justifiably skeptical
- 22. Four Questions thatGuide Strategic Choices WHAT CAN WHAT MIGHT WE DO? WE DO? (strengths and (external opportunities weaknesses) and threats) STRATEGY WHAT DO WE WHAT DO OTHERS WANT TO DO? EXPECT US TO DO? (organizational and (stakeholder individual values) expectancies)
- 23. Four Related Questionsthat Guide Strategic Choices WHAT CAN WHAT MIGHT WE DO? WE DO?we How do What new (strengths and (externalnew create opportunities capabilities do we weaknesses) want to develop? possibilities and threat) ? STRATEGY What do we How do we partner WHAT DO WE need to to build shared WHAT DO OTHERS WANT TO DO? learn to care expectanciesUS TO DO? EXPECT ? (organizational and about? (stakeholder individual values) expectancies)
- 24. Who can askthe Million Dollar Question…….
Editor's Notes
- #4 An ambitious and compelling dream which provides emotional and intellectual energy for the company and defines the journey to the future.”