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An Introduction   ,[object Object],                                                                                                                                                             
The Success MANTRA ,[object Object],[object Object],[object Object],[object Object]
The Success MANTRA ,[object Object],[object Object],[object Object]
The Success MANTRA ,[object Object],[object Object],[object Object]
 
“ Somehow there are organizations that effectively manage change, continuously adapting their bureaucracies, strategies, systems, products, services and cultures to survive the shocks and prosper from the forces that decimate others . . . they are the masters of what I call renewal.” Robert H. Waterman, Jr. The Renewal Factor
Strategic management   is a set of  managerial decisions and actions aimed at  the generation of  sustainable  competitive advantage .
SUSTAINABLE  COMPETITIVE ADVANTAGE ,[object Object]
SUSTAINABLE  COMPETITIVE ADVANTAGE ,[object Object],[object Object],[object Object],[object Object]
SUSTAINABLE  COMPETITIVE ADVANTAGE ,[object Object],[object Object],[object Object]
Two Approaches To Strategic Management ,[object Object],[object Object],[object Object]
Prescriptive Approach   Strategy As Design ,[object Object],[object Object]
Strategy As Design ,[object Object],[object Object],[object Object]
Strategy As Design ,[object Object],[object Object],[object Object]
Strategy As Planning  ,[object Object]
“corporate strategy”, ,[object Object],[object Object]
The Summary  ,[object Object],[object Object],[object Object]
Basic Model of  Strategic Management
Four Basic Elements  Of  Strategic Management
The  Emergent  Approach. Strategy As Ideas ,[object Object]
MINTZBERG’ S 5 P’s of Strategy
Environmental Scanning ,[object Object],[object Object],[object Object],[object Object]
Environmental Scanning
The New Business Environment • Information revolution • Technological advances and breakthroughs • Globalization Drivers of the New Business Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],Critical Success Factors • Ability to embrace change • Creativity and innovation capabilities • Being a world-class organization Drivers of the New Business Environment
Drivers of the New Business Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Drivers of the New Business Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Drivers of the New Business Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy Formulation ,[object Object],[object Object],[object Object],[object Object]
Vision Vision is a short and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking.  It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.
Strategic Intent ,[object Object]
Strategic Stretch ,[object Object],[object Object],[object Object],[object Object]
Mission Statement ,[object Object]
Strategic Choice  ,[object Object],[object Object],[object Object],[object Object],[object Object]
  Scenario Box to Generate Pro Forma Statements Pr ojections Last Historical T r end 19— 19— 19— Factor Y ear A verage Analysis O P ML O P ML O P ML Comments GDP CPI Other Sales units Dollars COGS Adver tising & marketing Inter est expense Plant expansion Dividends Net pr ofits EPS ROI ROE Other
Strategic Choice  ,[object Object],[object Object],[object Object],[object Object]
Strategic Choice ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Choice ,[object Object],[object Object],[object Object]
Strategic Choice  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy As Experience : ,[object Object]
Strategic Choice  ,[object Object],[object Object],[object Object]
Strategic Choice  ,[object Object],[object Object],[object Object]
Strategy Implementation ,[object Object],[object Object],[object Object],[object Object]
Strategic Evaluation   ,[object Object],[object Object],[object Object],[object Object]
Prescriptive Strategic Process: Limitations ,[object Object],[object Object],[object Object],[object Object]
Prescriptive Strategic Process: Limitations ,[object Object],[object Object],[object Object]
The  Emergent  Approach.   The Evolutionary School ,[object Object]
Mintzberg's 5 Ps for Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mintzberg's 5 Ps for Strategy Plan   Strategy is a plan - some sort of consciously intended course of action, a guideline (or set of guidelines) to deal with a situation. By this definition strategies have two essential characteristics: they are made in advance of the actions to which they apply, and they are developed consciously and purposefully ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Emergent Strategy ,[object Object],[object Object],[object Object]
Emergent Strategy ,[object Object]
What is the role of strategic management in the knowledge  organisation ?   ,[object Object],[object Object]
Major Inferences ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 

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31362341 strategic-management

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  • 3.
  • 4.
  • 5.  
  • 6. “ Somehow there are organizations that effectively manage change, continuously adapting their bureaucracies, strategies, systems, products, services and cultures to survive the shocks and prosper from the forces that decimate others . . . they are the masters of what I call renewal.” Robert H. Waterman, Jr. The Renewal Factor
  • 7. Strategic management is a set of managerial decisions and actions aimed at the generation of sustainable competitive advantage .
  • 8.
  • 9.
  • 10.
  • 11.
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  • 14.
  • 15.
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  • 18. Basic Model of Strategic Management
  • 19. Four Basic Elements Of Strategic Management
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  • 21. MINTZBERG’ S 5 P’s of Strategy
  • 22.
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  • 29. Vision Vision is a short and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking.  It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.
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  • 34. Scenario Box to Generate Pro Forma Statements Pr ojections Last Historical T r end 19— 19— 19— Factor Y ear A verage Analysis O P ML O P ML O P ML Comments GDP CPI Other Sales units Dollars COGS Adver tising & marketing Inter est expense Plant expansion Dividends Net pr ofits EPS ROI ROE Other
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Notes de l'éditeur

  1. This slide presents the 3 critical driving forces in the twenty-first century business environment. In the following slides, each is discussed in more detail.
  2. The information revolution is not only continuing to spread, it’s also accelerating. Not only is there more information, that information is readily available to practically anyone from anywhere on the globe at any hour of the day and pretty much in any format. Innovations in telecommunications and computer technology, particularly, have had far-reaching effects for strategic managers in all types of organizations. The next slide identifies five major technological trends.
  3. Five major technological trends are identified in this slide. Information technology (#4 on the list), in particular, has had a significant impact on businesses.
  4. The concept of globalization has been repeated so often that it seems like a cliché. However, it is important and continues to be a dominant characteristic of the business environment. More than ever, organizations are going global.