Cummings Angwin The Future Shape of Strategy DNS: Difference between revisions

From MediaWiki
Jump to navigationJump to search
(Created page with "Value Chimera - a framework that allows management to respond to changing environment over time (single body - many heads) In the past seen as a hierarchical structure - Execs -...")
 
No edit summary
 
(8 intermediate revisions by the same user not shown)
Line 1: Line 1:
Value Chimera - a framework that allows management to respond to changing environment over time (single body - many heads)
Value Chimera - a framework that allows management to respond to changing environment overtime (single body - many heads)


In the past seen as a hierarchical structure - Execs - strategy. Mgt - Strategy Implementation Line Managers - operations
In the past seen as a hierarchical structure - Execs - strategy. Mgt - Strategy Implementation Line Managers - operations


Others see strayegy emerging out of day-to-day interactions between employees and customers, rather than l-t plans or rational forethought
Others see strategy emerging out of day-to-day interactions between employees and customers, rather than long-term plans or rational forethought


Paradoxes - Porter said differentiate or low cost. Ghoshal and Bartlett says differentiate and cut cost
Paradoxes - Porter said differentiate or low cost. [[author::Ghoshal]] and Bartlett says differentiate and cut cost


Porter says create value chain to improve competitive position with customer and built profits. Other say that customer should be part of the value chain and influencing it
Porter says create value chain to improve competitive position with customer and built profits. Other say that customer should be part of the value chain and influencing it


New perspectives
{|class="wikitable"
.............................................OLD..............................................NEW
!colspan="3"|New Perspectives
Orgs are...........................Triangular hierarchies.............................Organigraphs
|-
Strategy is........................L-t planning..........................................Responsive to customer needs
|
Strategy comes from.........Top Mgt...............................................Emerges anywhere in the org
|OLD
Key personnel are.............Top mgt and consultants.......................Employees who interact with customers
|NEW
Strategic choice is.............Either generic either/ or local or global.....local and global etc
|-
Meaure of strategy............Efficiency..............................................Flexible value webs
|Organisations are..
|Triangular Hierarchies
|Organigraphs
|-
|Strategy is..
|Long Term Planning
|Responsive to customer needs
|-
|Strategy comes from...
|Top Management
|Emerges anywhere is the organisation
|-
|Key Personnel are...
|Top management and consultants
|Employees who interact with customers
|-
|Strategic choice is..
|Either generic either/or local / global
|Local and global
|-
|Measure of strategy
|Efficiency
|Flexible value webs
|}


!!What is stopping the revolution?
 
* Traditional ways of teaching strategy - Ansoff/Porter
 
==What is stopping the revolution?==
* Traditional ways of teaching strategy - Ansoff/[[author::Porter]]
* Being risk averse - best practice
* Being risk averse - best practice


The reeds framework - All products must have be able to compete on the hygiene factors for a basis for competing - ie the car must work. But now then each car must identify with small clusters of identities that appeal to people
The ''Reeds framework'' - All products must have be able to compete on the [[term::Hygiene Factor]]s for a basis for competing - ie the car must work. But now then each car must identify with small clusters of identities that appeal to people


[[Category:Strategy]]
[[Category:Strategy]]

Latest revision as of 12:20, 1 January 2013

Value Chimera - a framework that allows management to respond to changing environment overtime (single body - many heads)

In the past seen as a hierarchical structure - Execs - strategy. Mgt - Strategy Implementation Line Managers - operations

Others see strategy emerging out of day-to-day interactions between employees and customers, rather than long-term plans or rational forethought

Paradoxes - Porter said differentiate or low cost. Ghoshal and Bartlett says differentiate and cut cost

Porter says create value chain to improve competitive position with customer and built profits. Other say that customer should be part of the value chain and influencing it

New Perspectives
OLD NEW
Organisations are.. Triangular Hierarchies Organigraphs
Strategy is.. Long Term Planning Responsive to customer needs
Strategy comes from... Top Management Emerges anywhere is the organisation
Key Personnel are... Top management and consultants Employees who interact with customers
Strategic choice is.. Either generic either/or local / global Local and global
Measure of strategy Efficiency Flexible value webs


What is stopping the revolution?

  • Traditional ways of teaching strategy - Ansoff/Porter
  • Being risk averse - best practice

The Reeds framework - All products must have be able to compete on the Hygiene Factors for a basis for competing - ie the car must work. But now then each car must identify with small clusters of identities that appeal to people

Retrieved from "https://timeslaughingstocks.com/index.php?title=Cummings_Angwin_The_Future_Shape_of_Strategy_DNS&oldid=5963"