Growth Strategies: Internal Environment - Sources for Growth

GROWTH STRATEGIES Internal Environment: Sources for Growth Pavel Olegovich Luksha [email_address]

Four criteria of sustainable competitive advantage: resource & capabilities ,[object Object],[object Object],[object Object],[object Object]

Leveraging on core competencies ,[object Object],[object Object]

Strategic flexibility: Panasonic ,[object Object],[object Object],[object Object],Range of Panasonic products, including digital TV, camera and phone

Creating value: Lego ,[object Object],[object Object],[object Object],[object Object]

Resources and core competencies ,[object Object],[object Object],[object Object]

Capabilities ,[object Object],[object Object],[object Object]

The internal environment: Caterpillar’s competitive advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Cat’s mining truck

Capabilities: Vopak ,[object Object],[object Object],[object Object],[object Object],Vopak storage Singapore

Capabilities: Avon’s direct marketing ,[object Object],[object Object],[object Object],[object Object],Avon makeup line

Core competencies: Starbucks ,[object Object],[object Object],[object Object],[object Object],Starbucks coffee shop

Novozymes: leader in enzymes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Novozymes lab, Denmark

Growing competencies and growing: Lenovo ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Lenovo ‘Olympic’ laptop

Managing internal environment: ‘point of view’ ,[object Object],[object Object]

Business model: the key management innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],HP Laserjet: bait & hook Amazon Kindle: clicks to bricks

Eastern Exclusives: pioneer in couponing ,[object Object],[object Object],[object Object]

Amway: success in MLMs ,[object Object],[object Object],[object Object],SA8 fabric care line

Management innovations (G. Hamel) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Aldi : pioneer in super-discounter format ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Palettes in Aldi

Zara : management innovations Traditional industry business model Zara business model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

No need for IT solutions: dabbawallah ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Dabbawallah at a train station

Time for the group project Organizational ‘core competences’: how does ‘thinking out of box’ help in redefining organizations?

Building core competencies: learning organizations ,[object Object],[object Object],[object Object],[object Object],[object Object]

GE: innovation from the bottom ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Innovations as planned failures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Building blocks of learning organizations 1: Supportive environment 2 : Specific learning practices & processes 3 : Leaders that support learning a . Psychological safety ( opportunity to express yourself , to fail etc .) b . Acknowledged differences ( opportunity to have different opinions or do things differently ) c . Openness to new ideas d . Time to reflect ( no tight workload or tough time schedules, time to think and discuss ) a . Experimenting b . Data collection ( clients, competitors , trends ) c . Analysis d. Training and education ( inside and outside organization ) e . Knowledge exchange ( inside / between divisions , or with external environment ) Support from managers ( support to alternative and non-standard opinions , support and provision of resources in data collection and analysis , acknowledgement of self-limitation in knowledge or competencies )

Google: the learning organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Organizational culture of Prime Movers ,[object Object],[object Object],[object Object],[object Object],[object Object],Richard Normann

IKEA as Prime Mover ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Creativity in Pixar ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Five elements of efficient learning culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Five elements … (2) ,[object Object],[object Object],[object Object],[object Object]

Innovation in Cemex ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Sources of growth for snack producing companies

Growth Strategies: Internal Environment - Sources for Growth

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Growth Strategies: Internal Environment - Sources for Growth