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Welcome To:
Corporate Strategy
Business Complexity and Society
Presented By
Dr.Mazen Maswadey
Ph.D Business Administration
Amman
26/11 – 30/11/2005
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بسم هللا الرحمن الرحيم
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Corporate Strategy
What is it?
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Basic Concepts
MANAGEMENT IS A SOCIAL PHENOMENON
It is a rational; mental; social phenomenon based
on planning, organizing, directing, coordinating,
staffing, and control principles. Aiming to facilitate
individuals and people to establish their
organizations and projects for accomplishing their
objectives and the organization's purposes
efficiently and effectively, it could be a process or a
system or a behavior. It can be applied to people,
things, ideas, and on any activity or function.
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Basic Concepts
Effectiveness
Bridging the gap between the society's
purposes and the organizational and
workers objectives in the organization
& perpetuating innovation and creation
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Basic Concepts
STRATEGY:
Is the pattern of resource allocation decisions made
throughout an organization. These encapsulate both
desired goals and beliefs about what are acceptable and,
most critically,unacceptable means for achieving them.
I t is a game and a pattern used as useful notions (Stacy
1993).
STRATEGIC MANAGEMENT:
Is a systematic approach to amajor and increasingly
important responsibility of general management to
position and relate the firm to its environment in a way
which will assure its continued success and make it
secure from surprises.
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Basic Concepts
Corporate Strategy
Nature and scope of the enterprise as a whole
Outlines general purposes and core values
Main activities or the principles on which activities are chosen
Business Strategy
One for each business activity within the enterprise
Describes how that business will compete in its marketplace
No distinction from corporate strategy in single business
enterprises
Functional Strategies
One for each major function
e.g. Marketing, Human resources, Information technology
Coherent with corporate and business strategies
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Why We Do Strategy?
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Competitive Advantage
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PROCESSES INPUTS
OUTPUTS (STRUCTURES)
(TTPS)
(OUTCOMES)
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Types of Strategic Alternatives
Business-level strategy is the set of strategic
alternatives that an organization chooses from
as it conducts business in a particular industry
or market.
Corporate-level strategy is the set of strategic
alternatives that an organization chooses from
as it manages its organization and operations
simultaneously across several industries and
markets.
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Why Executives Fail?
The most common reason was their
inability to execute strategy. To
succeed, strategy must be tested and
adapted in a continuous process of
feedback, learning, innovation, creation in
organizations that are strategy
focused.
___________
Source: Fortune, 2000 13 3/12/2013
team Corporate Strategy Triangle
Vision
Mission
Corporate Advantage
CA = ƒ (quality of elements, internal & external consistency, mutually reinforcing)
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Corporate Strategy Triangle
Competitive Advantage
Corporate
Strategy
Formulation
Corporate Strategy Implementation
Structure Systems Processes
Control Decentralize Decision Making
Corporate Advantage
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Military Strategy
Originated to help armies win battles
Emphasises winning
Zero-sum game
Emphasises leadership
Focus on taking action to achieve desired aims
Where the analogy breaks down
No customer to satisfy in business sense
Assumes simple hierarchical structure
Assumes obedience to orders
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The seven descriptive schools
Source: Adapted from Mintzberg,Ahlstrand and Lampel Strategy Safari Prentice Hall (1998)
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Why a game?
Its is important right at the outset to
think of strategy as a game that people
play, taking about it as a response that
the organisation makes to an
environment.
When managers think in terms of one
thing adapting to another, they play the
strategy game in unimaginative,
predictable way that are unlikely to lead
to winning positions.
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Conventional View of Strategy
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A Values-Based View of Strategy
Fundamental Values or Beliefs • What are our basic Principles, Philosophies
and Core Values?
• What do we believe in?
Use These to Build Core •What can we do for the customer better
Capabilities than our competitors?
Invent a Strategy That is Consistent • Given our capabilities, how can we deliver
with the Values and Uses the values to customers in a way our
Talents & Capabilities of People/ competitors cannot easily imitate?
Organization to Compete in
New and Unusual Ways
• Senior management “manages” the values
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Our Orientation
Our task as learners of Strategic
Management is to try to determine
which patterns of moves lead to
success and which do not, and this
means that we too must pay
attention to the dynamics
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stability or instability.
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Static analysis
POSITION OF THE
ORGANIZATION(Looking Externally)
Customer image;
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analysis.
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Strategic management
Strategic management
Is a deliberate and international
one. It is most frequently
believed to be a process of:
Setting a goal in which the
organization’s capability is
matched to the requirements of
its environment.
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Strategic management
Strategic management
Analyzing the environment and the
capability of the organization.
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Strategic management
Strategic management
It is a model of the strategy process
that deals in an analytical, rational
way with the questions:
How did we get here?
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Strategic management
Strategic management
The process of discovery, choice and action could
be interpreted as a process in which
managers:
Discover in an intuitive rather than an
analytical way.
Make unconscious, automatic choices
rather than consciously intentional ones.
Carry those choices out in a reflexive,
automatic way rather than a deliberate
one.
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Strategic management
They might not ask the questions in
the rational model at all. They
might:
Discover changes by chance.
Make choices on the basis of
emotion and power; and
Carry those choices out in a
tentative, trial-and-error way.
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Strategic management
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