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Jim Rowe Studying Strategy Jim Rowe Studying Strategy 2 Download free eBooks at bookboon.com Studying Strategy 1st edition © 2008 Jim Rowe & bookboon.com ISBN 978-87-7681-420-5 3 Download free eBooks at bookboon.com Studying Strategy Contents Contents Introduction 9 1 A Starting Point For Our Thinking 10 1.1 Whittington’s Schools of Strategic Thought – Philosophies of Strategy 14 1.2 Classical Approaches 18 1.3 Processual Approaches 21 1.4 Evolutionary Approaches 23 1.5 Systemic Approaches 24 1.6 Reflecting On ‘Different’ Schools Of Strategy 25 1.7 Summary 28 2 Strategic Management: Models And Ideas 29 2.1 Profit Maximization 29 2.2 Models and Paradigms 33 2.3 Strategic Models 36 2.4 Scanning Models: PEST Analysis 37 2.5 Scanning Models: SWOT Analysis 37 Free eBook on Learning & Development By the Chief Learning Officer of McKinsey Download Now 4 Click on the ad to read more Download free eBooks at bookboon.com Studying Strategy Contents 2.6 Mission Statements 40 2.7 Time Based Models: Industry/Organisational Lifecycle 42 2.8 Growth Models: BCG Matrix 43 2.9 Growth Models: Ansoff’s Growth Matrix 45 2.10 Strategy Structure 46 2.11 BPR – Business Process Engineering 47 2.12 Summary 50 2.13 Summary Points 51 3 Strategic Management: Approaches And Methods 52 3.1 Strategic Analysis, Choice and Implementation 54 360° 3.2 Competitive Strategy 56 3.3 Value 63 3.4 Chaos and Complexity – Ordinary and Extraordinary Management 65 thinking 3.5 Summary 360° 67 . 3.6 Summary Points thinking 67 4 Influences on Action: Of Lobsters, Boiling Frogs and Nappies. 68 4.1 Prologue 69 4.2 Recipes 72 360° thinking . 360° thinking. Discover the truth at www.deloitte.ca/careers Discover the truth at www.deloitte.ca/careers © Deloitte & Touche LLP and affiliated entities. Discover the truth at www.deloitte.ca/careers © Deloitte & Touche LLP and affiliated entities. © Deloitte & Touche LLP and affiliated entities. Discover the truth5 at www.deloitte.ca/careersClick on the ad to read more Download free eBooks at bookboon.com © Deloitte & Touche LLP and affiliated entities. Studying Strategy Contents 4.3 Archetypes 75 4.4 Institutional Isomorphism 77 4.5 Growth Cycles 78 4.6 Life Cycles 81 4.7 Summary 82 4.8 Summary Points 83 5 Resource Based Strategy 84 5.1 Prologue 84 5.2 What Is A Key Resource? 86 5.3 The Emergence of Resource Based Strategy 87 5.4 Core Competence 89 5.5TMP PRODUCTIONKey Assets NY026057B 4 12/13/201393 6 x5.6 4 Resource Networks PSTANKIE 96 ACCCTR0005 5.7 Interconnections And Embeddedness 97 gl/rv/rv/baf Bookboon Ad Creative 5.8 Summary 97 5.9 Summary Points 99 © All rights reserved. 2013 Accenture. Accenture. 2013 Bring your talent and passion to a global organization at the forefront of business, technology and innovation. Discover how great you can be. Visit accenture.com/bookboon 6 Click on the ad to read more Download free eBooks at bookboon.com Studying Strategy Contents 6 Global And International Strategic Management 100 6.1 Prologue 100 6.2 The Eclectic Paradigm: Ownership, Location and Internalisation 104 6.3 Why Globalise? 107 6.4 The Single Diamond Model of Global Competitiveness 109 6.5 The Double Diamond Model of Global Competitiveness 111 6.6 Strategy, Resources and Knowledge 114 6.7 Cultural Dimensions 115 6.8 Summary 119 6.9 Summary Points 121 7 Strategic Action: Culture, Change And Leadership 122 7.1 Change 122 7.2 Model Of Culture 126 7.3 Modes Of Culture 129 7.4 The Embodiment Of Leadership – The Leader 130 7.5 Why Change Culture? 131 7.6 On Culture And Change 132 The Wake the only emission we want to leave behind " #$% &'())%*+ , - . 7 Click on the ad to read more Download free eBooks at bookboon.com Studying Strategy Contents 7.7 On Implementing Change 133 7.8 Culture Change 135 7.9 Summary 137 7.10 Summary Points 139 8 Public Sector Strategic Management 140 8.1 Prologue 140 8.2 What is the Public Sector? 140 8.3 Trajectory Of The Public Sector 142 8.4 Public Sector Management 145 8.5 Environment of Public Sector Strategy 148 8.6 Reflection on Public/Private Sector Differences 153 8.7 Something Borrowed 157 8.8 Change 160 8.9 Summary 164 8.10 Summary Points 166 9 Endnotes 167 30 daysFREE trial! SMS from your computer ...Sync'd with your Android phone & number Go to BrowserTexting.com and start texting from your computer! ... BrowserTexting 8 Click on the ad to read more Download free eBooks at bookboon.com Studying Strategy Introduction Introduction The purpose of this book is fairly simple, to introduce and reflect on some of the key writers, ideas, models and approaches in strategic management. Chapter one is brief overview of how strategy got here. Whittington’s work is used to give an overview of different views (or even philosophies) of strategy positioned for us in a framework. We use Whittington’s (2001) model of strategy as our base model. Whittington’s classical, evolutionary, processual and systemic strategy offers us a reference point as well as the underpinning for different ways of dealing with strategy. Chapter two attempts to outline some of the tools or models that are commonly used in strategy for thinking about or doing strategy. The chapter also outlines some of the seminal ideas that more recent approaches hark back to. Some of the tools you will be familiar with from other subjects but some not. Chapter three attempts to set into some sort of framework the tools outlined in chapter two. It also takes an opportunity to explore the original school of strategy – ‘classical’. Here some of the approaches of the originals are examined along with a still current ‘old master’ M.E. Porter. Porter’s work on competition offers both a model of strategy and a view of the organisation in a particular environment i.e. competing with other firms rather than just meeting the demands of a market – one of the early key shifts in strategy. Chapter four questions the notion that strategy is planned then executed (i.e. voluntarist) by considering models that explore the idea that strategy is the outcome of internal and external organisational and individual forces (i.e. determinist). Chapter five outlines the resource-based view of strategy that counters the Michael Porter concept of market positioning. The resource–based view suggests that strategy must be built on internal strengths and competences rather than the spotting of a gap in the market then moving to fill it. Chapter six moves away from the mainstream notion of home or domestic strategy to consider what about strategy development would need to change or have to be reconsidered if an organisation wished or was forced to compete globally. Chapter seven develops on from the cultural dimension of globalisation to consider culture, leadership and change in a strategic context. Chapter eight again takes a departure from the mainstream of strategy, which is usually concerned with large private sector firms to consider strategy in the public sector. Chapter nine attempts to draw some of the elements of the book together and position some of the ideas in a simple model. 9 Download free eBooks at bookboon.com Studying Strategy A Starting Point For Our Thinking 1 A Starting Point For Our Thinking James Rowe At school one of the most difficult things to make in woodwork or cookery classes was a start. This might explain why so many chapters of books or academic papers start with a poem or a quotation from Ambrose Bierce or Dorothy Parker – they make a start for you. They act as a first intervention; you have done something upon which you can now begin to reflect. Here then is our start. Figure 1.1 outlines the model of thinking about strategy development that this work references itself to. The model is fairly self-explanatory but to clarify a distinction is drawn between strategising and strategy. Strategising, is the thinking about strategy (planning/theorising) and strategic action, is the doing of strategy that usually implies some form of implementation and change. Structure implies not just the organigram (the various functional structures of the organisation – various departments) but also the information and production systems and the management structures as well as the structure of the management of strategy. Culture here can be considered as the general perceptions of acceptable behaviours, stories, language, history and myths of the organisation that impact upon the other three and absorb their consequences. Strategic Action Changing cultures structures and Structure Strategising strategies of the environment Culture Figure 1.1: The Dimensions of Strategic Action 10 Download free eBooks at bookboon.com Studying Strategy A Starting Point For Our Thinking The model, though spatial, attempts to infer time by using words such as ‘change’ to imply that we are not existing in stasis but are in a world where change is a given. We can go with, go against or go ahead of change in theory or in desire but ultimately have to accept that our world is change. Figure 1.1 is only one version of the model as it is hetero-recursive – that is one system may be inside of second system but at the same time the second system is inside the first depending on your perspective. In Figure 1.1 we see the model suggesting that strategic action is emerging from the interaction of the structure, culture and strategic thinking of the organisation in relation to the environment. This version of the model sees a particular depiction of the recursive relationship but it could be modified if we needed a different model of our thinking.
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