1. 1 Business Strategy Defined

2. 2 Business STRATEGY -Defined -

3. 3 The Wheels of Change Make the Strategy Everyone’s Everyday Job Translate the Strategy to Operational Terms Make The Strategy A Continual Process

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5. Align the Organization to the Strategy

8. Mobilize Change through Executive Leadership 8

9. 9 mobilization

10. Three actions must be taken by the leader 10

11. Management Control System Strategic Management System Strategy & Vision Translating The Vision Budget & Objectives Review & Re-orient Personal Incentives Budget & Objectives Communicating & Linking Feedback & Learning Planning & Capital Allocation Business Planning Single Player = GM Multiple Players = GM & EXCOM &HOD & R&F 11

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15. and success through answering question such as: When designing a strategic thinking organization, you must consider long-term competitive advantage 15

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18. The Turnaround Strategist 18 The decision making approach focuses on turning around the performance of an organization in decline. To achieve turnaround success, it is important to implement new control systems quickly and to focus on the reasons for decline and reverse them. It is therefore, necessary to forecast and manage uncertainties. This requires intuition, creative insight and the ability to respond to events quickly, effectively and imaginatively. Continuous improvement is always to be valued, but there are times when more dramatic change is needed. Controlling Costs is one way of boosting profits and reducing losses. One of the most important factors in controlling cost is attitude. Create an understanding throughout the organization of the financial facts of business life

19. Reducing Costs & Improving Efficiency 19

20. Translating the Strategy Into Desired Outcomes 20

21. Translating the Strategy Into Desired Outcomes 21

22. four-prong approach to succeeding with ourStrategy 22

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24. Revenue Growth Strategy 24

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26. Strategic Outcomes 26

27. Strategy is a Hypothesis 27

28. Strategy Consists of Various Themes 28

29. The Value Proposition 29

30. 30 Value Chain Customer Management Processes Regulatory Processes Operational Processes Innovation Processes Supply Management Cost Reduction/ Quality Control Operation Efficiency Health Safety Environment Social Invention Product Development Speed To Market Joint Partnerships Solution Development Customer Service Relationship Management Achieve Operational Excellence Be a Good Corporate Citizen Increase Customer Value Build the Business

31. 31 The Learning and Growth Perspective Strategic Competencies Strategic Technologies Climate for Action Skills Knowledge Sharing Infrastructure Alignment Awareness Applications Motivation Readiness Best Practice Sharing Understanding Of Strategy Goals Aligned With Strategy Key Position Employees Morale Suggestion Program Empowerment Strategic Skills

33. Improve Quality

34. Use “Know-How” from Top-Performing units to others

35. Don’t Reinvent the Wheel

36. Reduce Time to Market

37. Commercialize new Products Faster

38. Ensure that Ideas Flow from Customers and Front-Line to R&D

39. Re-use and re-apply tested knowledge and method

41. Empower Front-Line Staff

42. Ensure that Everyone knows the Customer

44. The benefits of Scenario Planning 34

45. 35 Human Resources Management Process Recognizing Market Opportunities Adding Value To the Customer Organization Awareness Conceptual Thinking Relationship Building Analytical Thinking Information Seeking Impact and Influence Self Confidence Concern For Quality Interpersonal Understanding Developing Others Initiative Working with Colleagues Delivering Results Team Leadership Holding People Accountable

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