The Mind of the Strategist
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Strategy and Strategic Management 1
CHAPTER STRATEGY AND STRATEGIC MANAGEMENT 1 For the past decade, Texas Health has been executing a strategic plan called the Ascent to the Summit. As the organization nears the end of that climb with a stronger strategic footing in place, the THR Promise continues to unify and strengthen us as we move into a journey toward becoming a high-reliability organization transforming the way healthcare is delivered. In the past decade, Texas Health has shifted from an acute care hospital company to an integrated health system. In 2009, Texas Health Physicians Group was formed, creating a base of employed physicians who work with Texas Health on numerous objectives. Today, the group includes more than 830 physicians, physician assistants, nurse practitioners, and medical pro- fessionals dedicated to providing safe, quality care for its patients. The Texas Health Physicians Group’s primary care and specialist network represents more than 50 medical specialties, with more than 250 locations spanning 11 North Texas counties. Because of our culture, Texas Health was rec- ognized in 2015 as the number one healthcare organization to work for in the United States by Fortune. We also were recognized as the number two workplace for women and the number three workplace for diversity in the nation, with one-third of our nurses from ethnically diverse backgrounds. We’re proud to say we reflect the diversity of the communities we serve. —Barclay Berdan, 2016, “Climbing the Healthcare Summit” Learning Objectives After reading this chapter, you will • comprehend that strategy has many definitions, and its meaning depends on one’s perspective; • understand the role of strategy in moving a healthcare organization to achieve its goals, increase its business, and improve its performance; • recognize the use of prospective and emergent strategies; and • be aware that business strategies evolve over time as a result of changing circumstances and managerial modifications. -
Axis Blitzkrieg: Warsaw and Battle of Britain
Axis Blitzkrieg: Warsaw and Battle of Britain By Skyla Gabriel and Hannah Seidl Background on Axis Blitzkrieg ● A military strategy specifically designed to create disorganization in enemy forces by logical firepower and mobility of forces ● Limits civilian casualty and waste of fire power ● Developed in Germany 1918-1939 as a result of WW1 ● Used in Warsaw, Poland in 1939, then with eventually used in Belgium, the Netherlands, North Africa, and even against the Soviet Union Hitler’s Plan and “The Night Before” ● Due to the non-aggression pact with the Soviet Union, once the Polish state was divided up, Hitler would colonize the territory and only allow the “superior race” to live there and would enslave the natives. ● On August 31, 1939 Hitler ordered Nazi S.S. troops,wearing Polish officer uniforms, to sneak into Poland. ● The troops did minor damage to buildings and equipment. ● Left dead concentration camp prisoners in Polish uniforms ● This was meant to mar the start of the Polish Invasion when the bodies were found in the morning by Polish officers Initial stages ● Initially, one of Hitler’s first acts after coming to power was to sign a nonaggression pact (January 1934) with Poland in order to avoid a French- Polish alliance before Germany could rearm. ● Through 1935- March 1939 Germany slowly gained more power through rearmament (agreed to by both France and Britain), Germany then gained back the Rhineland through militarization, annexation of Austria, and finally at the Munich Conference they were given the Sudetenland. ● Once Czechoslovakia was dismembered Britain and France responded by essentially backing Poland and Hitler responded by signing a non-aggression with the Soviet Union in the summer of 1939 ● The German-Soviet pact agreed Poland be split between the two powers, the new pact allowed Germany to attack Poland without fear of Soviet intervention The Attack ● On September 1st, 1939 Germany invaded Warsaw, Poland ● Schleswig-Holstein, a German Battleship at 4:45am began to fire on the Polish garrison in Westerplatte Fort, Danzig. -
Blitzkrieg: the Evolution of Modern Warfare and the Wehrmacht's
East Tennessee State University Digital Commons @ East Tennessee State University Electronic Theses and Dissertations Student Works 8-2021 Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era Briggs Evans East Tennessee State University Follow this and additional works at: https://dc.etsu.edu/etd Part of the History Commons Recommended Citation Evans, Briggs, "Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era" (2021). Electronic Theses and Dissertations. Paper 3927. https://dc.etsu.edu/etd/3927 This Thesis - unrestricted is brought to you for free and open access by the Student Works at Digital Commons @ East Tennessee State University. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of Digital Commons @ East Tennessee State University. For more information, please contact [email protected]. Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era ________________________ A thesis presented to the faculty of the Department of History East Tennessee State University In partial fulfillment of the requirements for the degree Master of Arts in History ______________________ by Briggs Evans August 2021 _____________________ Dr. Stephen Fritz, Chair Dr. Henry Antkiewicz Dr. Steve Nash Keywords: Blitzkrieg, doctrine, operational warfare, American military, Wehrmacht, Luftwaffe, World War II, Cold War, Soviet Union, Operation Desert Storm, AirLand Battle, Combined Arms Theory, mobile warfare, maneuver warfare. ABSTRACT Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era by Briggs Evans The evolution of United States military doctrine was heavily influenced by the Wehrmacht and their early Blitzkrieg campaigns during World War II. -
Effects of Generic Strategies on the Competitive Advantage of Firms in Kenya’S Airline Industry: a Survey of Selected Airlines
EFFECTS OF GENERIC STRATEGIES ON THE COMPETITIVE ADVANTAGE OF FIRMS IN KENYA’S AIRLINE INDUSTRY: A SURVEY OF SELECTED AIRLINES BY RUTH MORAA OMWOYO UNITED STATES INTERNATIONAL UNIVERSITY AFRICA FALL, 2016 EFFECTS OF GENERIC STRATEGIES ON THE COMPETITIVE ADVANTAGE OF FIRMS IN KENYA’S AIRLINE INDUSTRY: A SURVEY OF SELECTED AIRLINES BY RUTH MORAA OMWOYO A Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA) UNITED STATES INTERNATIONAL UNIVERSITY – AFRICA FALL, 2016 STUDENT’S DECLARATION I, the undersigned, declare this my original work and has not been submitted to any other college, institution or university other than United States International University-Africa for academic credit. Signed _________________________ Date: _________________________ Ruth Moraa Omwoyo (ID No: 645630) This project report has been presented for examination with my approval as the appointed supervisor. Signed ___________________________ Date: _________________________ Dr. Juliana M. Namada Signed: __________________________ Date: _________________________ Dean Chandaria School of Business ii COPYRIGHT © 2016 Ruth Moraa Omwoyo ALL RIGHTS RESERVED. Any unauthorized reprint or use of this research report is prohibited. No part of the study may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without express written permission from the author and the university. iii ABSTRACT The purpose of the study was to examine the effects of generic strategies on competitive advantage on firms in Kenya’s airline industry. It focused on selected airlines. This study aimed at establishing how cost leadership strategy affect competitive advantage, determining how differentiation strategy affect competitive advantage and examining how focus strategy affect competitive advantage of firms in Kenya’s airline industry. -
Developing Strategy Leaders
Developing Strategy Leaders Randall Rollinson, President LBL Strategies, Ltd. 6321 N. Avondale, Suite A‐214 Chicago, Illinois 60631 (773) 774‐0240 www.lblstrategies.com Developing Strategy Leaders Randall Rollinson, President, LBL Strategies, Ltd. The size and complexity of modern organizations operating in turbulent, even chaotic, environments has put a premium on competent strategy leaders. This is particularly true in midsize and larger organizations who must prepare the next generation of leaders well in advance to take the organization forward. Looking at this challenge from a longer term perspective it is clear that managerial excellence alone is no longer sufficient for sustainable success. Military schools long ago recognized rapidly changing events on the battlefield required leaders not managers. Remember the old adage: Would you rather be managed or led into battle? They recognized that leadership development could not be left to chance. The West Point Military Academy curriculum and the full range of 24/7 campus life activities are designed to develop future officers that have the ability to lead upon graduation. This is hardly the case in business schools, where the emphasis is on understanding a body of knowledge and developing skill in how to use it. Of course, managerial and interpersonal skills are developed, but there is scant attention to the development of leadership attributes and skills. This is left to the graduating students and the organizations that hire them. This pattern of education results in the development of a world full of excellent managers, with little or no substantive strategic leadership experience, and no organized approach to developing leadership qualities in their management team‐‐ and certainly not strategy leaders. -
Case Study: the Uberisation of Supply Chain
ISSN (Print) : 2249-1880 SAMVAD: SIBM Pune Research Journal, Vol X, 26-31, June 2016 ISSN (Online) : 2348-5329 Case Study: The Uberisation of Supply Chain Venkatesh Ganapathy* Associate Professor, Presidency School of Business, Bangalore, India; [email protected] Abstract Uber, a technology company, provides a platform for customers who wish to source a taxi ride on their smart phones. This case study analyses the impact of Uberisation on supply chains and addresses the risk Uberisation entails for traditional necessitated innovations across the supply chain. firms that are unable to leverage the smartphone app technology. This development based on app technology has Keywords: Innovations, Supply Chain, Technology, Uber, Uberisation 1. Introduction 2. Literature Review Uber is a well-known taxi aggregator that is famous across The objective of this review is to trace the evolution of the globe for its path-breaking service process innova- technology based apps. tion. Uber, a technology company, provides a platform for The World Bank’s “ICT for Greater Development customers who wish to source a taxi ride on their smart Impact” strategy seeks to transform delivery of public phones. Due to digital matching of demand and supply, services, generate innovation and improve competitive- capacity utilization of the vehicle is optimum and this ness2. leads to an affordable pricing mechanism for the services. Software development has flourished along with the This creates a win-win situation for the taxi aggregator development of smart phone technology. Transportation services, customers and drivers. industry has benefited from this new smart phone app The Uber model has become so popular that it has technology. -
Strategy and the Strategist: How It Matters Who Develops the Strategy
Strategy and the Strategist: How it Matters Who Develops the Strategy Eric Van den Steen Working Paper 14-057 December 14, 2013 Copyright © 2013 by Eric Van den Steen Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Electronic copy available at: http://ssrn.com/abstract=2383972 Strategy and the Strategist: How it Matters Who Develops the Strategy Eric Van den Steen∗ December 14, 2013 Abstract This paper studies how strategy – formally defined as ‘the smallest set of (core) choices to optimally guide the other choices’ – relates to the strategist, for example, whether an op- timal strategy should depend on who is CEO. The paper first studies why different people may systematically consider different decisions ‘strategic’ – with marketing people developing a marketing-centric strategy and favoring the marketing side of business – and derives two ra- tional mechanisms for this outcome, one confidence-based and the other implementation-based. It then studies why it matters that it is the CEO and important decision makers (rather than an outsider) who formulate the strategy and shows that outsider-strategists often face a trade- off between the quality of a strategy and its likelihood of implementation, whereas the CEO’s involvement helps implementation because it generates commitment, thus linking strategy for- mulation and implementation. In some sense, the paper thus explains why strategy is the quintessential responsibility of the CEO. Moreover, it shows that the optimal strategy should depend on who is CEO. -
Leadership and Organizational Strategy Matthew R
The Innovation Journal: The Public Sector Innovation Journal, Volume 14(1), 2009, article 3. Leadership and Organizational Strategy Matthew R. Fairholm, Ph.D. Political Science Department and W. O. Farber Center for Civic Leadership University of South Dakota, Vermillion, SD 57069 Abstract Strategic planning, an umbrella term used to include and summarize such activities as planning, performance measurement, program budgeting, and the like, has proven to be very useful but limited. It is a technical fix that gets at only part of the question of organizational effectiveness and only deals with some of the dilemmas organizations face. The efforts of public administrators to control organizational endeavors are essential, necessary, and aligned with current best practices. But the control mechanisms ultimately prove to be only part of the puzzle. In the face of such realities, the notion of strategic thinking emerges to fill the gaps and overcome the limitations that experience with strategic planning has proven to exhibit. This paper presents an integration of leadership ideas, strategic thinking and traditional planning activities in an effort to make important connections and important distinctions. The result is an outline of the foundations of strategic thinking. Key Words: Leadership, Strategic Planning, Strategic Thinking, Organizational Philosophy, Management 1 The Innovation Journal: The Public Sector Innovation Journal, Volume 14(1), 2009, article 3. Leadership and Organizational Strategy Introduction A city struggles to ensure the lowest bid to repave downtown’s Main Street is the most efficient use of tax dollars during a tight budget year. A state agency tries to verify that its type and level of services delivered is what the citizens need and is consistent with current political mandates. -
Strategic Leadership: a Process for Maximizing Leadership Potential
Strategic Leadership: A Process for Maximizing Leadership Potential By Rich Horwath Imagine the burnt yellow sun rising over the Acacia-spotted plains of Kenya, Africa. Your fur is moist with the residual dew of the night. You raise your three hundred-pound body onto your four paws and climb a nearby tree to survey the landscape. Gazing to your left, you see the rest of the pride of lions, numbering twenty in all. The male lions are relying on you for their kills and their scowls tell you they are becoming restless. The pride hasn’t eaten in nearly two weeks. You descend the tree and one of your cubs trots over to nuzzle you but you know the cubs too are growing restless. The rainy season is only a few days away and if you haven’t secured food by then, chances are you will be killed by your own family. Welcome to the challenges of leadership. Whether a three hundred-pound lion in the plains of Kenya, Africa or a manager of a healthcare company, there are four steps that can enable the consistent practice of strategic leadership. Understanding strategic leadership and how to practice it can enable one to significantly increase their contribution to their people and organizations, providing a competitive advantage in the marketplace “jungle.” A review of the definition of strategic leadership, the four steps in the Strategic Leadership Process, the nuances of leadership and management and the importance of managing relationships will provide a solid foundation for learning to become a strategic leader. Leadership and Strategy A 2001 survey conducted by the Graduate Management Admission Council asked MBA graduates one-year post-graduation which areas they wish they had more training in. -
Linking Business Models with Business Architecture to Drive Innovation
Linking Business Models with Business Architecture to Drive Innovation Linking Business Models with Business Architecture to Drive Innovation A Business Architecture Guild Whitepaper Principal Co-Authors: Steve DuPont, Karen Erwin, Bryan Lail, Stephen Marshall Reviewers: Remco Blom, Frank Fons, William Ulrich, Wilton Wratten, Carl Zuhl August 2015 1 Copyright ©2015 Business Architecture Guild Linking Business Models with Business Architecture to Drive Innovation Executive Summary A business model describes the rationale of how an organization creates, delivers, and captures value.1 Organizations are expanding their innovation focus from products and processes to business models in order to remain competitive in the face of shrinking product lifecycles and growing market uncertainties. They are increasingly embracing the business model concept in strategic planning, accompanied by a greater focus on customers and corresponding value propositions. In a parallel development, organizations are using business architecture to provide increased business transparency and maximize the likelihood of an effective and successful deployment of strategy. Business architecture is defined as “a blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands.”2 Despite the natural progression from business models (as an expression of business strategy) to business architecture (as the actionable blueprint for that strategy), these two concepts have evolved separately. To date, limited consideration has been given as to how they relate to each other. This white paper aims to address that gap, by demonstrating that the two approaches not only relate to each other but also work well together to effect change. We further expand on this synergy with a practical case study. -
THE FUTURE ROLE of the HEALTHCARE STRATEGIST SECOND EDITION Dear Colleague
The Learning Edge for Healthcare Strategists BRIDGING WORLDS THE FUTURE ROLE OF THE HEALTHCARE STRATEGIST SECOND EDITION Dear Colleague: I am pleased to share with you the second edition of Bridging Worlds, just released by The Society for Healthcare Strategy & Market Development (SHSMD), a professional membership group of the American Hospital Association. This report includes fresh input from recent leadership interviews, updates to the evolving healthcare landscape, new strategic opportunities, case examples, and refinements to the strategic implications, skills, and attributes for strategy professionals. SHSMD first released Bridging Worlds: The Future Role of the Healthcare Strategist in 2014 to help strategy professionals and other healthcare leaders navigate their organizations through radical transformation. Bridging Worlds identified the attributes and skills needed for future success, and was distributed to thousands of healthcare strategy leaders across the country, including CEOs, strategic planners, business developers, marketers, communicators, and physician strategists. It received wide acclaim and served as the genesis for SHSMD ADVANCE™, a comprehensive roadmap for skill development. Since its inception in 2016, SHSMD ADVANCE has resulted in hundreds of self- assessments and targeted educational activities to grow individual and team skill sets, helping to shape our future workforce. This latest edition is a valuable tool for any healthcare strategy leader serving as a change agent or leading innovative organizational transformation. Please share this resource with your colleagues. The electronic version is available at no cost at shsmd.org/BridgingWorlds. To purchase print copies, or for information on SHSMD ADVANCE or other related resources, please contact SHSMD at [email protected]. SHSMD invites your questions, comments, and ideas as you begin to read and use this document to drive change in your organization. -
STRATEGY and the IMPORTANCE of STRATEGIC LEADERSHIP by James Redmond, BBS, MBS, ACMA: Examiner - Professional 2 Strategy & Leadership
STRATEGY AND THE IMPORTANCE OF STRATEGIC LEADERSHIP By James Redmond, BBS, MBS, ACMA: Examiner - Professional 2 Strategy & Leadership You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that. Jack Welch, former CEO of General Electric Introduction The business world is changing more rapidly and more dramatically than ever before: technology, globalisation, competition, the rise of Asian business superpowers, have fundamentally reshaped the business environment. To deal with such a complex and dynamic environment, organisations need experienced people with well-developed leadership abilities and acumen. This article will briefly address the nature and importance of organisational leadership, and will then focus primarily on leadership at the senior management level of the organisation, and in particular on the nature, the roles and the leadership styles of this critical group of management. The Nature of Leadership Leadership permeates society, but from a business perspective it is the identification, development, and use of organisational leadership which is critical to organisational performance. It is generally accepted (see for example, House and Podsakoff, 1995) that leadership is a key determinant of organisational performance: leaders make a difference. For example, when one reviews the success of Irish firms, it is easy to conclude that senior managers such a Michael O’Leary of Ryanair, Denis Brosnan formerly of Kerry Group, Myles Lee and Albert Manifold CPA of CRH have been integral to the success of their respective businesses.