Alianzas Estrategicas
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Breve presentacion a los estudianteds del Programa de Negocios de la Universidad de Miami en los Estados Unidos. En resumen, la mayoria de las alianzas fracasan pero sin embargo se siguen justificando bajo el estandarte estrategico. He aqui ciertos pasos a seguir para maximizar resultados.
![[object Object],[object Object],Universidad de Miami Programa Graduado Escuela de Negocios](https://image.slidesharecdn.com/alianzasempresariales-12662696066022-phpapp01/85/Alianzas-Estrategicas-1-320.jpg)
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Alianzas Estrategicas
- 2. Seleccionar Estrategia Identificar y Seleccionar Socios Negociar Acuerdo Planificar Puesta en Marcha Ejecutar Planificacion Estrategica Planificacion y Ejecucion de Alianzas 1 2 3 4 5 Marco de referencia para negociar, desarrollar y administrar alianzas estrategicas o empresariales El proceso consiste de cinco etapas
- 3. Que entendemos por estrategia?
- 5. Por que es importante? Planificacion Estrategica
- 8. Entender la estructura de la industria El modelo de las cinco fuerzas de Porter COMPETIDORES POTENCIALES PRODUCTOS SUSTITUTIVOS CLIENTES COMPETIDORES EN LA INDUSTRIA PROVEEDORES
- 9. Entender la estructura de la industria El modelo de las cinco fuerzas de Porter COMPETIDORES POTENCIALES PRODUCTOS SUSTITUTIVOS CLIENTES COMPETIDORES EN LA INDUSTRIA PROVEEDORES Globalizacion Marco politico Economia Tratados de libre comercio
- 11. Factores a considerar: Volatibilidad, impacto y tiempo Impacto Volatibilidad Tiempo 5 years Ejemplo Alta Alto
- 12. No todas las fuerzas tienen el mismo impacto Impacto Volatilibilidad Tiempo 5 anos Proveedores Clientes Ejemplo Alta Alto
- 13. Nuestra industria Las industrias de nuestros clientes Las industrias de nuestros proveedores Comercio electronico Tecnologia Es necesario entender la estructura de todas las industrias relacionadas con la nuestra
- 15. Matriz de crecimiento Mismo negocio Nuevos mercados en nuevas regiones Integracion vertical Negocios similares Negocios distintos Modalidad Direccion Planificacion Estrategica
- 16. Matriz de crecimiento Mismo negocio Nuevos mercados en nuevas regiones Integracion vertical Negocios similares Negocios distintos Modalidad Direccion Consolidacion Globalizacion Estrategia Competitiva Sinergia Conglomerado Planificacion Estrategica
- 17. Matriz de crecimiento Mismo negocio Nuevos mercados en nuevas regiones Integracion vertical Negocios similares Negocios distintos Modalidad Consolidacion Globalizacion Estrategia Competitiva Sinergia Conglomerado Crecimiento Organico Alianzas Estrategicas Fusiones y adquisiones Planificacion Estrategica
- 19. La seleccion es critica dado el alto numero de alternativas y altas probabilidades de fracaso Fusiones y adquisiciones Acuerdos contractuales, licencias,franquicias, subcontrataciones, etc > 50% < 50% Empresa Conjunta Control y Compromiso Inversion Baja Alta Alto Bajo Seleccionar criterio de crecimiento Planificacion Estrategica
- 22. Que entendemos por alianzas empresariales y/o estrategicas? Planificacion Estrategica
- 28. Planificacion Estrategica Como minimizar los riesgos? Como minimizar la probabilidad de fracaso?
- 29. Planificacion Estrategica Como minimizar los riesgos? Como minimizar la probabilidad de fracaso? Formulacion (logica) Ejecucion (proceso) “ Parecia una buena idea, pero no lo era” “ La idea era buena, pero no trabajo”
- 30. Seleccionar Estrategia Identificar y Seleccionar Socios Negociar Acuerdo Planificar Puesta en Marcha Ejecutar Planificacion Estrategica Planificacion y Ejecucion de Alianzas 1 2 3 4 5 Marco de referencia para negociar,desarrollar y administrar alianzas estrategicas o empresariales El proceso consiste de cinco etapas
- 31. Identificar y Seleccionar Socios Como seleccionar a nuestros socios?
- 32. Identificar y seleccionar socios Caracteristicas y comportamientos esenciales Compatibilidad Estrategica Compromiso Confianza Comunicacion Reputacion Compatibildad Cultural Proactivo, decisivo Flexibilidad de adaptacion
- 33. Complementarios Similares o muy diferentes Recursos, Tecnologias y personal Similares Diferentes Cultura/Valores Fracaso Exito Fracaso Fracaso Todos los elementos son importantes pero la compatibilidad cultural es critica para alcanzar el exito Identificar y seleccionar socios
- 35. Nacionales Profesionales Funcionales Empresariales Industriales Regionales Geografia, historia, fuerzas politicas y economicas, clima, region, lenguaje Recursos, tecnologia, mercados, regulaciones, ventajas competitivas Educacion, capacitacion, seleccion, socializacion Ambito externo, naturaleza de la tarea, tiempo para ejecutar Fundador, lider, herencia administrativa, naturaleza del producto,estado de la industria,desarrollo. Interaccion entre las diferentes esferas culturales Fuente: Adaptado de J. Santos Identificar y Seleccionar socios
- 39. Identificar y seleccionar socios Agrupaciones Culturales ? Fuente: S. Ronen and O. Shenkar (1965) “Clustering Countries on Attitudinal Dimensions”, Academy of Management Review, 10(3) Near Eastern Turkey Iran Greece Nordic Finland Norway Denmark Sweden Germanic Austria Germany Switzerland Anglo United States Australia Canada New Zealand Ireland United Kingdom South Africa Latin European France Belgium Italy Spain Portugal Latin American Chile Peru Argentina Venezuela Mexico Colombia Far Eastern Malaysia Hong Kong South Vietnam Singapore Philippines Indonesia Taiwan Thailand Arab Bahrain Abu Dhabi United Arab Emirates Kuwait Oman Saudi Arabia Independent Brazil Japan India Israel
- 42. Fuente: G. Hofstede (1991) Cultures and Organizations Los mapas de Hofstede Identificar y seleccionar socios
- 43. Baja Grado de Formalizacion Alta Baja Nivel de Jerarquia Alta Identificar y seleccionar socios Perfiles culturales mas predominantes Manejo de la incertidumbre Imagen de la autoridad La villa de mercado (Paises Anglo Nordico) Tribu o familia (Paises Asiaticos) “ Maquinaria engrasada” (PaisesGermanicos) Burocracia tradicional “ piramide de gente” (Paises Latinos)
- 44. Baja Grado de Formalization Alta Bajo Nivel de Jerarquia Alto Identificar y seleccionar socios Caracteristicas de los perfiles mas predominantes Manejo de la incertidumbre Imagen de la autoridad Decentralizado Generalista Individuo como ente libre Flexibilidad Mas delegacion Coordinacion por medio de comunicaciones Informales Control del producto final Decisiones decentralizadas Especialistas/tecnicosl Discrecion limitada por experiencia Fuerte influencia de “expertos” Equipo gerencial de alto mando Organizada por funciones Compartimentalizada Coordinacion a traves de reglas rules Oluciones estructurales Control de eficiencias Centralizado Paternalista Leal Generalista Enfasis en el contenido social Relaciones personales Control social Decisiones centralizadas Coordinacion en alto mando Menos delegacion “ Cloisonné” altamente especializada Fuerte influencia del “staff” Abilidad analitica Piramide de gente Relaciones informales “ Sistema D” Elitista( poder y autoridad) Control del insumo
- 45. Seleccionar Estrategia Identificar y Seleccionar Socios Negociar Acuerdo Planificar Puesta en Marcha Ejecutar Planificacion Estrategica Planificacion y Ejecucion de Alianzas 1 2 3 4 5 Marco de referencia para negociar, desarrollar y administrar alianzas estrategicas o empresariales El proceso consiste de cinco etapas
- 55. Seleccionar Estrategia Identificar y Seleccionar Socios Negociar Acuerdo Planificar Puesta en Marcha Ejecutar Planificacion Estrategica Planificacion y Ejecucion de Alianzas 1 2 3 4 5 Marco de referencia para negociar,desarrollar y administrar alianzas estrategicas o empresariales El proceso consiste de cinco etapas
- 57. Participacion Minoritaria Fusion Adquisicion No todas las alianzas se dirigen de la misma manera Control Valor Estrategico Horizonte Factores Exito Planificar puesta en marcha
- 58. Control Valor Estrategico Horizonte Participacion Minoritaria Negociado Marginalmente Acceso a Tecnologia Corto Plazo Estructura del Acuerdo Fusion Contractual, Potencialmente Problematico Desarrollo de nuevas opciones Mediano Plazo Administrar Recursos compartidos Adquisicion Exclusivo Capitalizar en oportunidades Largo Plazo Minimizar Costes de integracion Planificar puesta en marcha No todas las alianzas se dirigen de la misma manera Factores Exito
- 59. Excelente Pobre Desarrollo de estrategias Ejecucion de estrategias Matriz de creacion de valor economico Se crea valor Pobre Excelente Se destruye valor Zona Roja Erosion? Estabilizacion? Planificacion Estrategica
- 60. Excelente Pobre Desarrollo de estrategias Ejecucion de estrategias Matriz de creacion de valor economico Se crea valor Pobre Excelente Se destruye valor Zona Roja Erosion? Estabilizacion? Planificacion Estrategica
- 61. Seleccionar Estrategia Identificar y Seleccionar Socios Negociar Acuerdo Planificar Puesta en Marcha Ejecutar Planificacion Estrategica Planificacion y Ejecucion de Alianzas 1 2 3 4 5 Marco de referencia para negociar,desarrollar y administrar alianzas estrategicas o empresariales El proceso consiste de cinco etapas
- 63. Alcanzando el exito en acuerdos de colaboracion Resumen Reconocer y recompensar LIDERAZGO CULTURA GENTE DESEMPENO MEJORA CONTINUA Valores corporativos - Foco estrategico - Vision Compromiso del alto mando Objectivos comunes Asignar los mejores recursos humanos … competentes y apasionados Definir “ exito” Ajustar factores de medicion Crear incentivos Ser flexible y adaptable + Aprender de exitos y fracasos Acepte a compartir conocimientos Acepte a apreder de otros Acepte riesgos + + = Socio correcto
Notes de l'éditeur
- GOOD EVENING AND THANKS FOR INVITING ME TO YOUR CLASS MY MAIN PURPOSES TODAY ARE : [1] TO SHARE WITH YOU A POSSIBLE APPROACH TO THE ESTABLISHMENT OF STRATEGIC ALLIANCES; AND [2] TO ANSWER ANY QUESTIONS THAT YOU MAY HAVE ON THIS AND/OR RELATED TOPICS. -------------------------------------------------------------------------------------- IT SEEMS LIKE EVERYDAY …...EVERYBODY TALKS AND WRITES ABOUT STRATEGIC ALLIANCES . THESE TWO WORDS ARE PROBABLY AMONG THE TWO MOST MISUSED AND ABUSED…ALL UNDER THE BANNER OF “CREATING VALUE FOR THE SHAREHOLDERS” . BUT BEFORE WE GET INTO THE SPECIFICS I WOULD LIKE TO KNOW A LITTLE BIT ABOUT YOU : [1]Do you have any experience in establishing/managing alliances? [2]Do you have any experience in mergers and acquisitions [3]Have you lived or worked in a foreign country ..other than Miami ?
- HOPEFULLY EVERYTHING WE DO IS DRIVEN BY A PROACTIVE STRATEGY…. I CANNOT EMPHASIZE ENOUGH THE IMPORTANCE OF “GOOD STRATEGIC THINKING PROCESS AND CULTURE” AS PART OF THE STRATEGIC PLANNING CYCLE. BUT EQUALLY IMPORTANT IS “ EXECUTION” . SO LET’S SPEND A FEW MINUTES REVIEWING SOME BASIC CONCEPTS . LET’S START WITH STRATEGY AND TACTICS .
- LET’S CONCENTRATE ON THE LAST BULLET… KEY IS TO SECURE COMPETITIVE ADVANTAGE.. AND BY THAT WE MEAN : [1]UNIQUE…NOT EASY TO BE COPIED [2]2 TO 3 YEARS GAP [3]ADOPTED WITH PASSION ACROSS THE ORGANIZATION ------------------------------------------------------------------------------------- FORMULATION OF STRATEGY IS A CRITICAL COMPONENT OF YOUR PLANNING PROCESS……. WHY IS IT IMPORTANT ?
- LET’S CONCENTRATE ON THE LAST BULLET… KEY IS TO SECURE COMPETITIVE ADVANTAGE.. AND BY THAT WE MEAN : [1]UNIQUE…NOT EASY TO BE COPIED [2]2 TO 3 YEARS GAP [3]ADOPTED PASSIONATEDLY ACROSS THE ORGANIZATION ------------------------------------------------------------------------------------- FORMULATION OF STRATEGY IS A CRITICAL COMPONENT OF YOUR PLANNING PROCESS……. WHY IS IT IMPORTANT ?
- BUSINESSES TODAY ARE CONFRONTED WITH A HIGHER DEGREE OF COMPLEXITY BROUGHT ABOUT BY GLOBALIZATION, NEW TECHNOLOGIES, RAPIDLY SHIFTING CONDITIONS IN THE MARKET PLACE, AND COMPETITION ARISING FROM UNEXPECTED SOURCES. FOCUS ON CORE CAPABILITIES IS NOT ENOUGH…CONTINUOUS IMPROVEMENT IS NOT ENOUGH….CREATIVITY IS WHAT MATTERS THE MOST STRENGTHEN THE CORE REINVENT THE CORE EXPAND BEYOND THE CORE
- BUSINESSES TODAY ARE CONFRONTED WITH A HIGHER DEGREE OF COMPLEXITY BROUGHT ABOUT BY GLOBALIZATION, NEW TECHNOLOGIES, RAPIDLY SHIFTING CONDITIONS IN THE MARKET PLACE, AND COMPETITION ARISING FROM UNEXPECTED SOURCES. FOCUS ON CORE CAPABILITIES IS NOT ENOUGH…CONTINUOUS IMPROVEMENT IS NOT ENOUGH….CREATIVITY IS WHAT MATTERS THE MOST STRENGTHEN THE CORE REINVENT THE CORE EXPAND BEYOND THE CORE
- LET’S CONCENTRATE ON THE LAST BULLET… KEY IS TO SECURE COMPETITIVE ADVANTAGE.. AND BY THAT WE MEAN : [1]UNIQUE…NOT EASY TO BE COPIED [2]2 TO 3 YEARS GAP [3]ADOPTED PASSIONATEDLY ACROSS THE ORGANIZATION ------------------------------------------------------------------------------------- FORMULATION OF STRATEGY IS A CRITICAL COMPONENT OF YOUR PLANNING PROCESS……. WHY IS IT IMPORTANT ?
- LET’S CONCENTRATE ON THE LAST BULLET… KEY IS TO SECURE COMPETITIVE ADVANTAGE.. AND BY THAT WE MEAN : [1]UNIQUE…NOT EASY TO BE COPIED [2]2 TO 3 YEARS GAP [3]ADOPTED PASSIONATEDLY ACROSS THE ORGANIZATION ------------------------------------------------------------------------------------- FORMULATION OF STRATEGY IS A CRITICAL COMPONENT OF YOUR PLANNING PROCESS……. WHY IS IT IMPORTANT ?
- LET’S CONCENTRATE ON THE LAST BULLET… KEY IS TO SECURE COMPETITIVE ADVANTAGE.. AND BY THAT WE MEAN : [1]UNIQUE…NOT EASY TO BE COPIED [2]2 TO 3 YEARS GAP [3]ADOPTED PASSIONATEDLY ACROSS THE ORGANIZATION ------------------------------------------------------------------------------------- FORMULATION OF STRATEGY IS A CRITICAL COMPONENT OF YOUR PLANNING PROCESS……. WHY IS IT IMPORTANT ?
- LET’S CONCENTRATE ON THE LAST BULLET… KEY IS TO SECURE COMPETITIVE ADVANTAGE.. AND BY THAT WE MEAN : [1]UNIQUE…NOT EASY TO BE COPIED [2]2 TO 3 YEARS GAP [3]ADOPTED PASSIONATEDLY ACROSS THE ORGANIZATION ------------------------------------------------------------------------------------- FORMULATION OF STRATEGY IS A CRITICAL COMPONENT OF YOUR PLANNING PROCESS……. WHY IS IT IMPORTANT ?
- HOPEFULLY EVERYTHING WE DO IS DRIVEN BY A PROACTIVE STRATEGY…. I CANNOT EMPHASIZE ENOUGH THE IMPORTANCE OF “GOOD STRATEGIC THINKING PROCESS AND CULTURE” AS PART OF THE STRATEGIC PLANNING CYCLE. BUT EQUALLY IMPORTANT IS “ EXECUTION” . SO LET’S SPEND A FEW MINUTES REVIEWING SOME BASIC CONCEPTS . LET’S START WITH STRATEGY AND TACTICS .
- BUSINESSES TODAY ARE CONFRONTED WITH A HIGHER DEGREE OF COMPLEXITY BROUGHT ABOUT BY GLOBALIZATION, NEW TECHNOLOGIES, RAPIDLY SHIFTING CONDITIONS IN THE MARKET PLACE, AND COMPETITION ARISING FROM UNEXPECTED SOURCES. FOCUS ON CORE CAPABILITIES IS NOT ENOUGH…CONTINUOUS IMPROVEMENT IS NOT ENOUGH….CREATIVITY IS WHAT MATTERS THE MOST STRENGTHEN THE CORE REINVENT THE CORE EXPAND BEYOND THE CORE
- BUSINESSES TODAY ARE CONFRONTED WITH A HIGHER DEGREE OF COMPLEXITY BROUGHT ABOUT BY GLOBALIZATION, NEW TECHNOLOGIES, RAPIDLY SHIFTING CONDITIONS IN THE MARKET PLACE, AND COMPETITION ARISING FROM UNEXPECTED SOURCES. FOCUS ON CORE CAPABILITIES IS NOT ENOUGH…CONTINUOUS IMPROVEMENT IS NOT ENOUGH….CREATIVITY IS WHAT MATTERS THE MOST STRENGTHEN THE CORE REINVENT THE CORE EXPAND BEYOND THE CORE
- BUSINESSES TODAY ARE CONFRONTED WITH A HIGHER DEGREE OF COMPLEXITY BROUGHT ABOUT BY GLOBALIZATION, NEW TECHNOLOGIES, RAPIDLY SHIFTING CONDITIONS IN THE MARKET PLACE, AND COMPETITION ARISING FROM UNEXPECTED SOURCES. FOCUS ON CORE CAPABILITIES IS NOT ENOUGH…CONTINUOUS IMPROVEMENT IS NOT ENOUGH….CREATIVITY IS WHAT MATTERS THE MOST STRENGTHEN THE CORE REINVENT THE CORE EXPAND BEYOND THE CORE
- BUSINESSES TODAY ARE CONFRONTED WITH A HIGHER DEGREE OF COMPLEXITY BROUGHT ABOUT BY GLOBALIZATION, NEW TECHNOLOGIES, RAPIDLY SHIFTING CONDITIONS IN THE MARKET PLACE, AND COMPETITION ARISING FROM UNEXPECTED SOURCES. FOCUS ON CORE CAPABILITIES IS NOT ENOUGH…CONTINUOUS IMPROVEMENT IS NOT ENOUGH….CREATIVITY IS WHAT MATTERS THE MOST STRENGTHEN THE CORE REINVENT THE CORE EXPAND BEYOND THE CORE
- BUSINESSES TODAY ARE CONFRONTED WITH A HIGHER DEGREE OF COMPLEXITY BROUGHT ABOUT BY GLOBALIZATION, NEW TECHNOLOGIES, RAPIDLY SHIFTING CONDITIONS IN THE MARKET PLACE, AND COMPETITION ARISING FROM UNEXPECTED SOURCES. FOCUS ON CORE CAPABILITIES IS NOT ENOUGH…CONTINUOUS IMPROVEMENT IS NOT ENOUGH….CREATIVITY IS WHAT MATTERS THE MOST STRENGTHEN THE CORE REINVENT THE CORE EXPAND BEYOND THE CORE
- BUSINESSES TODAY ARE CONFRONTED WITH A HIGHER DEGREE OF COMPLEXITY BROUGHT ABOUT BY GLOBALIZATION, NEW TECHNOLOGIES, RAPIDLY SHIFTING CONDITIONS IN THE MARKET PLACE, AND COMPETITION ARISING FROM UNEXPECTED SOURCES. FOCUS ON CORE CAPABILITIES IS NOT ENOUGH…CONTINUOUS IMPROVEMENT IS NOT ENOUGH….CREATIVITY IS WHAT MATTERS THE MOST STRENGTHEN THE CORE REINVENT THE CORE EXPAND BEYOND THE CORE
- IN ESSENCE…ALL ALLIANCES ARE STRATEGIC BY DEFINITION
- HOPEFULLY EVERYTHING WE DO IS DRIVEN BY A PROACTIVE STRATEGY…. I CANNOT EMPHASIZE ENOUGH THE IMPORTANCE OF “GOOD STRATEGIC THINKING PROCESS AND CULTURE” AS PART OF THE STRATEGIC PLANNING CYCLE. BUT EQUALLY IMPORTANT IS “ EXECUTION” . SO LET’S SPEND A FEW MINUTES REVIEWING SOME BASIC CONCEPTS . LET’S START WITH STRATEGY AND TACTICS .
- AS WE LOOK AT CULTURE THERE ARE AT LEAST SIX INTERACTING SPHERES…..AND THESE - INDIVIDUALLY AND COLLECTIVELLY HAVE A TREMENDOUS IMPACTON HOW WE COMPETE AND BEHAVE AS INDIVIDUALS AND ORGANIZATIONS
- HOW COMPATIBLE ARE WE WITH OUR POTENTIAL PARTNERS? WHAT ARE THE REAL VERSUS THE PERCEIVED INCOMPATIBILITIES ? LET ME TAKE YOU THROUGH AN EXAMPLE.
- HOW COMPATIBLE ARE WE WITH OUR POTENTIAL PARTNERS? WHAT ARE THE REAL VERSUS THE PERCEIVED INCOMPATIBILITIES ? LET ME TAKE YOU THROUGH AN EXAMPLE.
- A LOT OF WORK HAS BEEN DONE IN THE AREA OF CULTURE AND THE RESULTS ARE NOT COMPLETELY SURPRISING ELEMENTS THAT CUT ACROSS NATIONAL BOUNDARIES: GEOGRAPHICAL HISTORICAL LINGUISTICS RELIGION IF YOU LOOK CLOSER……SHARED LINGUISTICS AND COLONIAL HERITAGE
- A LOT OF WORK HAS BEEN DONE IN THE AREA OF CULTURE AND THE RESULTS ARE NOT COMPLETELY SURPRISING ELEMENTS THAT CUT ACROSS NATIONAL BOUNDARIES: GEOGRAPHICAL HISTORICAL LINGUISTICS RELIGION IF YOU LOOK CLOSER……SHARED LINGUISTICS AND COLONIAL HERITAGE
- GEERT HOFSTEDE IS AN EUROPEAN WHO HAS HELPED IDENTIFY IMPORTANT DIMENSIONS OF NATIONAL CHARACTER . FOUR DIMENSIONS OF NATIONAL CULTURE : POWER DISTANCE -the extent to which a society accepts that power in institutions and organizations is distributed unequally. UNCERTAINTY AVOIDANCE- the extent to which a society feels threatened by uncertain or ambiguous situations. INDIVIDUALISM-a loosely knit social framework in a society in which people are supposed to take care of themselves and of their immediate families only. COLLECTIVISM- the opposite occurs when the people distinguish between in-groups and out-groups ; they expect their in-group to look after them in exchange for absolute loyalty . MASCULINITY with its opposed pole FEMININITY . This dimension express “the extent to which the dominant values in society are assertiveness,money and material things, not caring for others,quality of life and people”. AGAIN,THE RESULTS SHOULD NOT COME AS A TOTAL SURPRISE
- KEY DEFINITIONS : SYSTEM D : “WORKING AROUND THE SYSTEM “ CLOISONNE : “ HIGHLY COMPARTMENTALIZED..VERTICALLY AND HORIZONTALLY
- HOPEFULLY EVERYTHING WE DO IS DRIVEN BY A PROACTIVE STRATEGY…. I CANNOT EMPHASIZE ENOUGH THE IMPORTANCE OF “GOOD STRATEGIC THINKING PROCESS AND CULTURE” AS PART OF THE STRATEGIC PLANNING CYCLE. BUT EQUALLY IMPORTANT IS “ EXECUTION” . SO LET’S SPEND A FEW MINUTES REVIEWING SOME BASIC CONCEPTS . LET’S START WITH STRATEGY AND TACTICS .
- RECENT CORPORATE FIASCOS….
- HOPEFULLY EVERYTHING WE DO IS DRIVEN BY A PROACTIVE STRATEGY…. I CANNOT EMPHASIZE ENOUGH THE IMPORTANCE OF “GOOD STRATEGIC THINKING PROCESS AND CULTURE” AS PART OF THE STRATEGIC PLANNING CYCLE. BUT EQUALLY IMPORTANT IS “ EXECUTION” . SO LET’S SPEND A FEW MINUTES REVIEWING SOME BASIC CONCEPTS . LET’S START WITH STRATEGY AND TACTICS .
- ASSIGN YOUR BEST PEOPLE DON’T ASSIGN YOUR DEAD WOOD SHOW PASSION AND COMMITMENT BE SPECIFIC LOOK FOR EARLY SUCCESSES
- EXCELLENT –POOR …………………………PROBLEM IS IMPLEMENTATION BUT MANAGEMENT QUESTIONS THE STRATEGY SOME INNOVATION FRUSTRATED LEADERSHIP MEETS CUSTOMERS NEEDS LOSS OF VIABILITY POOR- EXCELLENT………………………………STRONG CORE BEST COST PRODUCER NOT ENOUGH INNOVATION LOSS OF VIABILITY POOR- POOR……………………………………QUICK FAILURE EXCELLENT-EXCELLENT………………….BEST IN CLASS INDUSTRY LEADERSHIP CUSTOMER LOYALTY CREATIVITY AND INNOVATION RED ZONE……………………………………….BET THE COMPANY STRATEGY
- EXCELLENT –POOR …………………………PROBLEM IS IMPLEMENTATION BUT MANAGEMENT QUESTIONS THE STRATEGY SOME INNOVATION FRUSTRATED LEADERSHIP MEETS CUSTOMERS NEEDS LOSS OF VIABILITY POOR- EXCELLENT………………………………STRONG CORE BEST COST PRODUCER NOT ENOUGH INNOVATION LOSS OF VIABILITY POOR- POOR……………………………………QUICK FAILURE EXCELLENT-EXCELLENT………………….BEST IN CLASS INDUSTRY LEADERSHIP CUSTOMER LOYALTY CREATIVITY AND INNOVATION RED ZONE……………………………………….BET THE COMPANY STRATEGY
- HOPEFULLY EVERYTHING WE DO IS DRIVEN BY A PROACTIVE STRATEGY…. I CANNOT EMPHASIZE ENOUGH THE IMPORTANCE OF “GOOD STRATEGIC THINKING PROCESS AND CULTURE” AS PART OF THE STRATEGIC PLANNING CYCLE. BUT EQUALLY IMPORTANT IS “ EXECUTION” . SO LET’S SPEND A FEW MINUTES REVIEWING SOME BASIC CONCEPTS . LET’S START WITH STRATEGY AND TACTICS .
- GOOD EVENING AND THANKS FOR INVITING ME TO YOUR CLASS MY MAIN PURPOSES TODAY ARE : [1] TO SHARE WITH YOU A POSSIBLE APPROACH TO THE ESTABLISHMENT OF STRATEGIC ALLIANCES; AND [2] TO ANSWER ANY QUESTIONS THAT YOU MAY HAVE ON THIS AND/OR RELATED TOPICS. -------------------------------------------------------------------------------------- IT SEEMS LIKE EVERYDAY …...EVERYBODY TALKS AND WRITES ABOUT STRATEGIC ALLIANCES . THESE TWO WORDS ARE PROBABLY AMONG THE TWO MOST MISUSED AND ABUSED…ALL UNDER THE BANNER OF “CREATING VALUE FOR THE SHAREHOLDERS” . BUT BEFORE WE GET INTO THE SPECIFICS I WOULD LIKE TO KNOW A LITTLE BIT ABOUT YOU : [1]Do you have any experience in establishing/managing alliances? [2]Do you have any experience in mergers and acquisitions [3]Have you lived or worked in a foreign country ..other than Miami ?