This document discusses blue ocean strategy and strategic thinking. It provides definitions of strategy from various thinkers like Michael Porter and Richard Rummelt. Key aspects of strategy discussed include having a vision before tactics, performing different activities than competitors, and developing a coherent response to challenges. The document also discusses what makes a good strategy and bad strategy, using examples from naval battles and athletics. It emphasizes that success comes from living up to clear and adopted intentions. Finally, it discusses the value of collaboration in accomplishing more than any individual could alone.

1. Fishing in Blue Oceans
1

2. (While) Surviving in Red Oceans
2

3. Blue Ocean Strategy
3

4. 3 Questions to “Always be Asking”
4

5. 5

8. A Reminder of the Process
1.
8
Vision before Strategy

9. A Reminder of the Process
1.
2.
9
Vision before Strategy
Strategy before Tactics

10. A Reminder of the Process
1.
2.
3.
10
Vision before Strategy
Strategy before Tactics
Tactics lead to Execution

11. A Reminder of the Process
1.
2.
3.
4.
11
Vision before Strategy
Strategy before Tactics
Tactics lead to Execution
All Execution has to tie into the Vision
and the Strategy.

12. The Process
Strategic Thinking
leads to
Execution Planning.
12

13. Strategy (defined)
“A cohesive response to an important
challenge. Unlike a stand-alone
decision or a goal, a strategy is a
coherent set of analyses, concepts,
policies, arguments, and actions that
respond to a high-stakes challenge.”
(Richard Rummelt,
Good Strategy Bad Strategy)
13

14. Strategy (defined)


14
(Michael Porter)
Operational effectiveness (OE) means
performing similar activities better than rivals
perform them. Operational effectiveness
includes but is not limited to efficiency.
In contrast, strategic positioning means
performing different activities from rivals’ or
performing similar activities in different
ways.

15. Strategy (defined)
(Michael Porter)
Competitive strategy
is about being different.
It means deliberately choosing
a different set of activities to
deliver a unique mix of value.
15

16. Strategy (defined) (Michael Porter)


How can we be better at what we do?
How can we be different/do
something different — that no one
else is doing?
(It is this second question that can lead
to real strategic advantages).
16

17. To Develop Good Strategy
1.
2.
3.
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Get rid of “no strategy.”
Get rid of “bad strategy.”
Embrace “good strategy.”

18. 18

19. What is success?

It is living up to your intentions.




19
Clear
Understandable
Adopted
“Bought into”

20. Hallmarks of Bad Strategy
1.
2.
3.
4.
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Fluff.
Failure to face the challenge.
Mistaking goals for strategy.
Bad strategic objectives.

21. Admiral Nelson’s Victory at
Trafalgar
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22. the High Jump – Scissor Jump
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23. the High Jump
23

24. the High Jump
24

25. the High Jump – The Fosbury Flop
(1968)
25

26. Tom Dempsey – 63 yards
(1970)
26

27. Phil Dawson, 2011
27

28. WHAT IS
THE GREATEST
INVENTION
IN YOUR LIFETIME?

30. 30

37. 37

38. And…
A few words about
38
Collaboratio
n

39. 39

40. Twyla Tharp
I define collaboration
as
people working together –
40
sometimes
by choice,
sometimes not.

41. Twyla Tharp
Sometimes we collaborate
to jump-start creativity;
other times the focus
is simply on
getting things done.
41

42. Twyla Tharp
In each case,
people in a good
collaboration
accomplish more…
42

43. Twyla Tharp
…than the group’s
most talented members
could achieve
on their own.
43

44. 3 Questions to “Always be Asking”
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45. 45