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Business Strategy (Ch 4: Resources and Capabilities (VRIO model: 4 yes =…

- - - - deliver customer value
      - differentiate
      - can be developed as new market change or opportunity
  - - - Complexity: int or ext linked
      - Ambiguity: characteristic or linkage
      - Culture and history
    - - Value chain
        
        support activities
        
        HR management
        
        Tech development
        
        Firm structure
        
        Procurement
        
        pri activities
        
        marketing and sales
        
        operations
        
        Outbound logistics
        
        Inbound logistics
        
        services
        
        Purpose
        
        find strength and weakness
        
        find source of sustainable adv
        
        understand how activities deliver values
        
        enhance value / reduce cost
        
        build strategic capability
        
        Internal
        
        building and recombining capability (e.g. culture)
        
        leveraging (transfer from one dept to another)
        
        stretching (new prod/ser)
        
        External
        
        enhancing source of customer benefit
        
        training and org learning
        
        Ceasing (stop, outsource or reduce cost)
      - Value system: inter-org links and relationship essential for prod/ser
        
        Linkage for comp adv
        
        Purpose:
        
        partnering or not
        
        make or buy
        
        find profit pool
        
        Understand cost price structure
        
        activity integration
        
        quality of supplier
        
        outsourcing
        
        quality of performance
    - - Org knowledge
        
        Explicit knowledge: transmitted via formal system
        
        Tacit knowledge: personal, hard-to-formalised
        
        e.g. relationship and R&D skills
  - - - seize
      - re-configurate
      - sense
- - - - Porter's 5 forces framework: Attractive? What barriers to bring in? Impact to diff org same? #
        
        Supplier bargaining power (lowered by supply complementor)
        
        high switching cost
        
        Specialist / rare output in mk
        
        own distribution channel
        
        concentrated (few competitors)
        
        Strategic lock-in
        
        unable to use other supplier without huge switching cost
        
        supplier set Industry standard
        
        Entry threat
        
        lower threat if barriers
        
        existing supply and distribution channel
        
        differentiation and mk penetration costs
        
        Econ of scale,/exp/network
        
        laws
        
        Expected retaliation (price war?)
        
        incumbency advantage (e.g. patent?)
        
        Customer bargaining power (lowered by demand complementor)
        
        low switching cost
        
        buyers can have own input
        
        concentrated (few large customer)
        
        low buyer profit
        
        low quality impact of cut cost
        
        network effect
        
        a customer has a positive effect on value of that same product
        
        e.g. FB, eBay
        
        Competitors: rivalry level
        
        high fix cost
        
        high exit barrier
        
        Industry growth rate
        
        Low differentiation
        
        contraction and balance (Px war? Niche?)
        
        Substitution threat
        
        clients leave if:
        
        extra-industry effect
        
        high px-performance ratio
        
        higher satisfaction
      - Type
        
        Perfect competition
        
        strong 5 F
        
        Oligopoly
        
        vary 5 F
        
        Monopoly
        
        weak 5 F
        
        Hyper-competitive industry
        
        competitor interaction (frequency, boldness and aggression) accelerate
        
        constant changes and disequilibrium
      - Life cycle #
        
        Shake-pout
        
        Mature
        
        Growth
        
        Decline
        
        Development
      - Strategic group: similar strategy, or for same bases
        
        Strategic Group Analysis: Any strategic opportunity? Mobility barrier?
        
        explorer
        
        outsourcer
        
        Exploiter
        
        emergent globals
  - - - Customers' needs (Strategic customers)
    - - Market segment analysis
        
        Specialisation
        
        Critical success factors
  - - - PESTEL: Opportunities & Threats #
        
        Technological
        
        Citation
        
        New product
        
        Tech roadmap:
        
        Patent
        
        Media coverage
        
        R&D budget
        
        Economical
        
        Juglar / investment cycle (7-11 yr)
        
        Kuznets / infra cycle (15-25 yr)
        
        Discretionary spending industry
        
        high fixed cost industry
        
        Kitchin / stock cycle (3-4 yr)
        
        Ecological / Envir
        
        Direct pollution
        
        Product stewardship: #
        
        Sustainable development
        
        Legitimacy
        
        Responsibility
        
        Competitness
        
        Political
        
        state involvement
        
        Political exposure
        
        Micro - Org specific
        
        Internal - from onshore
        
        Macro - country-wise
        
        External - from overseas
        
        etc.
        
        Legal
        
        Rules on ownership
        
        Competition law
        
        Corp governance
        
        Informal norm
        
        Econ mode: Capitalism
        
        Coordinated econ: Jap Ger
        
        Developmental market econ: PRC, India
        
        Liberal market econ: UK, US
        
        Etc.
        
        Social
        
        etc.
        
        Social network
        
        Sociogram - Central vs denser:
        
        :recycle: Forecast
        
        hard due to surprise from competitors
        
        Range F (Sensitivity F)
        
        Multiple future F
        
        Megatrends: large change but slow
        
        Inflexion point: sharply up and down
        
        Weak signal: help to identify flexion point
        
        Single point F
        
        :recycle: Sceniario
        
        based on PESTEL key drivers with high uncertainty
        
        use opposing driver/outcome
        
        usually long planning horizons
  - - - Strength and weakness
        
        input from VRIO
        
        SWOT for comparing with competitors
        
        TOWS matrix for strategic options
        
        ST: use S to avoid T
        
        WO: use O to overcome W
        
        SO: use S to catch O
        
        WT: minimise W to avoid T
      - Opportunities & Threat #
        
        Input from PESTEL
      - Problem
        
        not taking PESTEL as input
        
        too generalised
        
        not used to guide strategy
        
        no priority
- - - - Alliance
        
        steps
        
        Termination
        
        exit strategy
        
        maintenance
        
        adj / evolution
        
        operation
        
        on-going investment
        
        courtship
        
        find partner
        
        start-up
        
        adjustments
        
        system
        
        resources
        
        Negotiation
        
        responsibilities
        
        Profit sharing
        
        ownership
        
        Roles
        
        Why alliance?
        
        collusive alliance
        
        keep secrete to escape competition law
        
        increase mk power
        
        complementary alliance
        
        offset weakness
        
        complementary strength
        
        access alliance
        
        access to needed capability
        
        scale alliance
        
        lower cost
        
        share risk
        
        more bargaining power
        
        Def
        
        3 elements
        
        share resources and activities
        
        2 or more org
        
        for common strategy
        
        Collective strateggy
        
        1 more item...
        
        Collaborative strategy
        
        1 more item...
        
        successful factor
        
        trust
        
        co-evolution
        (needs for flexibility)
        
        type:
        
        non-equity alliance
        
        examples # #
        
        franchising
        
        subcontracting
        
        licensing
        
        characteristics
        
        contract based
        
        without ownership
        
        looser alliance
        
        equity alliance
        
        Def
        
        creation of new entity owned by partners
        
        type
        
        consortium alliance
        
        2 partners
        
        JV
        
        2 partners
      - M&A
        
        Why M&A
        
        managerial reason
        
        pressure to do M&A
        
        co may become a target to be acquired
        
        pressure from shareholder
        
        managers branded as too conservative
        
        personal ambition
        
        friends
        
        personal reputation
        
        incentives for short term goal / stock price
        
        Fin motive
        
        Asset stripping / unundling
        
        tax efficiency
        
        Fin efficiency
        
        Cash rich co gets high debt co
        
        Strategic reason
        
        extension
        
        mk / client segment
        
        prod / service
        
        GEO
        
        Capabilities enhanced
        
        consol
        
        manpower enhanced
        
        efficiency enhanced
        
        scale enhanced
        
        Steps
        (1 - 3 = key success fectors)
        
        integrate
        
        Org justice
        
        type
        
        informational
        
        1 more item...
        
        procedural
        
        1 more item...
        
        distributive
        
        1 more item...
        
        Def
        
        perceived fairness of mgt action
        
        post-acq integration matrix
        
        Reorientation
        
        3 more items...
        
        intensive care
        
        3 more items...
        
        Preservation / Keep
        
        2 more items...
        
        Absorption
        
        3 more items...
        
        Symbiosis / partnership
        
        3 more items...
        
        consideration
        
        org autonomy needs
        
        extend of interdependence
        
        Result
        
        serial acquirer / acq
        
        build up M&A expertise
        
        divest
        
        Divest if cannot provide parenting adv #
        
        complete ownership change
        
        DD
        
        negotiation
        
        terms
        
        price
        
        premium for control
        
        lack time
        
        emotional
        
        incomplete info
        
        find / choose target
        
        Org fit?
        
        staff characteristics
        
        culture
        
        mgt practice
        
        Strategic fit?
        
        complementary
        
        Strengthen
        
        Timing
        
        peaks and troughs
        
        global econ
        
        law
        
        fin availability
        
        target firm availability
        
        tech disturbance
        
        stock market performance
        
        Def
        
        Merge: combine to form new
        
        Acq: buy major stake in target
    - - Corp entrepreneurship
        
        Def: radical change in an org's biz by own capabilities
        
        Adv
        
        knowledge and learning enhanced
        
        easier cultural mgt
        
        spreading investment over time, easier to fin, no upfront payment
        
        strategic independence
        
        no need to search for partner / target
  - - - target capability modularity
        
        can the target capability be separated from
        other org
        
        not a concern if
        org growth
        
        risk / undertainty
        
        urgency
        
        target capabilities
        
        hard resources
        
        soft resources
- - - - entrepreneurial
        
        Profit driven
      - family biz
        
        personal mgt
      - not-for-profit org
        
        Social mission
      - state owned
        
        mixed purpose
      - partnership
      - Public co
        
        Profit driven
        
        Pro mgt
      - employee owned co
        
        more conservative
        
        hard to raise fund
    - - external
        
        Technological
        
        Social / political
        
        Community
        
        Economic
      - Conflict
        
        risk and security
        
        diverse resources
        
        loss of control / openess
        
        local office vs HQ
        
        long term vs short term
      - Power
        
        Network / influence
        
        control of resources
        
        grading
        
        knowledge / skills
        
        involve in strategic projects
      - internal
    - - Models
        
        Principal-agent model
        
        Challenges
        
        misaligned incentives
        
        Knowledge imbalance
        
        monitoring limit
        
        Shareholder model
        
        adv
        
        higher return
        
        reduced risk
        
        more innovative
        
        better decision making
        
        disadv
        
        minority protection
        
        focus on short term
        
        loosen monitoring
        
        Stakeholder model
        
        adv
        
        more conservative
        
        better mgt
        
        long term looking
        
        disadv
        
        weak decision making
        
        unecon investment
        
        less innovative
        
        BOD
        
        Structure
        
        single tier board
        
        two tier board
        
        Good practice
        
        competent
        
        have time
        
        independent
        
        behave appropriately
        
        challenges
        
        protect other stakeholders
        
        incompetent / insufficient expertise
      - CSR (S33)
      - Ethics
        
        Response
        
        ignore
        
        whistle blowing
        
        Resign
        
        Texas Instrument Guidelines
- - - - Option
        
        purpose: achieve comp adv #
        
        greater than cost of supplying
        
        superior to rivals'
        
        create value for user
        
        types
        
        Cost leadership
        
        Low cost
        
        Type
        
        Proximity
        
        vs rival: lower Q, lower px
        
        Partity
        
        vs rival: same quality, same px
        
        Board target
        
        cost focused
        
        how to be successful?
        
        econ of scale / experience #
        
        1 more item...
        
        prod / process design (e-biz)
        
        low input costs
        
        Narrow target
        
        Differentiation focused
        
        Type
        
        cost focused
        
        1 more item...
        
        Diff focused: Specific needs
        
        1 more item...
        
        Differentiation
        
        Differentiation
        
        Unique + some valued dimensions
        
        Types
        
        3 more items...
        
        Board target
        
        Middle
        
        when?
        
        tech innovation: lower cost but better Q
        
        no competition / all rival stuck in the middle
        
        diff strategic unit use diff strategy
        
        hybrid strategy (e.g. SW airline)
        
        Bowman's strategy clock --->
        
        Interactive
        
        Interactive price
        
        Interactive strategy
        
        hypercompetition #
        
        small moves not big moves
        
        unpredictable
        
        learn and follow bases of success
        
        mislead competition
        
        Cooperative
        
        weaken 5 forces #
        
        Game theory #
        
        Way to win-win
        
        signalling
        
        threaten
        
        ensure repetition
        
        committment
      - Direction
      - Method
    - - Impact
        
        new entrants changes dynamics and balance
        
        become industry recipe once formed
      - Elements
        
        value capture
        
        why model generate margin?
        
        rev stream and payments
        
        cost structure and drivers
        
        value apportionment between stakeholders
        
        Value creation
        
        What addresses needs?
        
        value for other participants (e.g. govt)
        
        target customer and market
        
        needs and problems
        
        value configuration
        
        how value proportions structured?
        
        activities linkages and systems
        
        who perform activities?
        
        resources / activities composition and selection
      - types
        
        Freemium (free basic for expense upgrades)
        
        multi-sided platforms (connect 2 distinct but interdependent groups)
        
        Razor and blade (cheap then expensive)
- - - - Market development
        
        old product
        
        characteristics
        
        new market
        
        new critical success factors #
        
        new user
        
        new strategic capabilities
      - diversification
        
        new market
        
        characteristics
        
        (current biz) related diversify
        
        vertical integration
        
        forward
        
        backward
        
        (current biz) unrelated / conglomerate diversify
        
        self
        
        Extra cost: no clear way to generate extra value
        
        acquire
        
        larger scope
        
        acquiree gain reputation
        
        lower finance cost
        
        extra cost: no clear way to generate extra value
        
        Drivers
        
        +ve Drivers
        
        stretch corp mgt competence
        
        higher market power
        
        mutual forbearance
        
        cross subsidisation
        
        achieve econ of scope
        
        Synergy
        
        superior internal processes
        
        -ve drivers
        
        slower response to mk
        
        larger scope of risk
        
        too ambitious
      - market penetration
        
        Old market
        
        characteristics
        
        greater mk share, lower supplier / buyer power
        
        use current strategic capabilities
        
        econ of scale
        
        unchanged scope
        
        Constrincts
        
        Retaliation
        
        consolidation 鞏固
        
        price war
        
        Retrenchment 抽離
        
        legal restriction (dominance)
        
        Econ constraint (mk downturn, funding, etc)
      - new prod / service (prod development)
        
        new product
        
        Old market
        
        characteristics
        
        some diversification
        
        exp and high risk
        
        new resources and strategy capabilities
        
        proj mgt risk
      - outsourcing
        
        Why outsource?
        
        specialist
        
        subcontracting
        
        non-core
        
        Concern
        
        being taken adv over time?
        
        OK / better quality?
      - Growth method
        (See Ch 11)
    - - Type
        
        Value adding
        
        coaching
        
        central service & resources
        
        facilitate synergy
        
        intervening: monitor and improve BG performance
        
        envisioning: clear strategy intent
        
        Value destroying
        
        add mgt cost
        
        add bureaucratic complexity
        
        obscure fin performance
      - rationale
        
        portfolio manager (= investor)
        
        consider
        
        portfolio attractiveness
        
        fit the biz unit?
        
        Portfolio balance
        
        Model
        
        BCG Matrix
        
        Star
        
        high growth
        
        cash cow
        
        high market share
        
        Question mark
        
        Low market share
        
        Dog
        
        low growth
        
        low market share
        
        Problems
        
        vague definiation
        
        market assumption
        
        motivation problem
        
        self-fulfilling
        
        ignore biz linkage
        
        GE-McKinsey directional policy matrix
        
        axis
        
        business unit strength
        
        LT market attractiveness
        
        pie
        
        market share
        
        Parenting matrix
        
        ballast biz unit
        
        CHQ knows BU well but can do little
        
        self-run successfully or divest
        
        value trap biz unit
        
        BG has opportunity but CHQ not know well
        
        2 more items...
        
        heartland biz unit
        
        CHQ knows BU well and can add value
        
        Alian biz unit
        
        little change, not know well
        
        1 more item...
        
        synergy manager
        
        parental developer (use central capability to add value)
- - - - market
        
        global customers
        
        transferable market
        
        similar needs
      - cost
        
        econ of scale
        
        country specific lower cost
        
        favourable logistics
      - gov't
        
        trade policy
        
        liberalised market
        
        tech standard
      - competitive
        
        global coordination between subsi
        
        global competitors
    - - Local advantage: Porter's Diamond
        
        home demand
        
        local related and supporting industry
        
        local factor of productions
        
        land
        
        labour
        
        RM
        
        local firm strategy, industry structure and rivalry
      - global sourcing / locational adv
        
        unique capabilities
        
        specific market characteristics & reputation
        
        cost and exp
    - - export strategy
        
        weak global integration pressure
        
        Characteristics
        
        Risk: home country centred
        
        leverage home country strength
        
        brand
        
        prod / service
        
        innovation
        
        capability
      - multi-domestic strategy
        
        strong local responsiveness pressure
        
        Characteristics
        
        diff prod for diff countries
        
        low int'l coordination
        
        collection of individual co
        
        often marketing oriented co
        
        risk
        
        prod inefficiency
        
        brand dilution
      - global strategy #
        
        strong global integration pressure
        
        weak local responsiveness pressure
        
        characteristics
        
        often commodity product
        
        CHQ controls GEO activities
        
        standardised product
        
        Econ of scale
      - Transnational strategy #
        
        strong global integration pressure
        
        Characteristics
        
        aim to max knowledge sharing
        
        efficient operation
        
        product adapts to local market
    - - CAGE framework
        
        Admin and political distance
        
        Geo distance
        
        size
        
        sea access
        
        commu quality
        
        cultural distance
        
        Econ / wealth distance
        
        competitive characteristics
        
        defender's reactions
        
        defender's power of fight-back
        
        market attractiveness to new players
        
        PESTEL
    - - born-global firms
        
        small, new but internationalise fast (new tech industry)
      - emerging country multinationals
        
        unique capabilities in home market
        
        exploiting the capability internationally fast
      - staged international expansion model
        
        sequential gradual increase of committment while building mk knowledge and capabilities
    - - licensing / franchising
        
        Adv
        
        stable contractual income
        
        limited econ and fin risk
        
        fast
        
        Disadv
        
        loss of competitive adv / know-how
        
        limited locational adv
        
        hard to find good partner
      - JV
        
        Disadv
        
        relationship with partner
        
        loss of competitive adv / know-how
        
        hard to get good partner
        
        hard to coordinate and integrate
        
        Adv
        
        fulfil legal requirement of having a local residence in biz
        
        complementary resources / skills
        
        shared risk = higher committment
        
        general reasonable control
        
        Operation related factors
        
        risk
        
        marketing and sales
        
        know-how and quality
        
        resources committment
        
        entry speed
      - export
        
        Adv
        
        high control of know-how and quality
        
        fast
        
        no need PPE in new country
        
        possicle e-commerce
        
        econ of scale
        
        Disadv
        
        trade barrier
        
        dependent on export agent
        
        transportation cost
        
        no locational adv of new market
      - 100% subsi
        
        Adv
        
        highest control
        
        possible integration and coordination
        
        get subsidy for some industries
        
        rapid if acquire
        
        Disadv
        
        not so fast / slow entry if self develop
        
        huge investment
        
        hard to integrate if acquire
        
        unpredictable
        
        Roles in a biz gorup
        
        black hole
        
        low GEO resources and capability
        
        high strategical importance in GEO
        
        Strategic leader
        
        high strategical importance in GEO
        
        high GEO resources and capability
        
        contributor
        
        low strategical importance in GEO
        
        implementer
    - - may not work well for service
- - - - type
        
        Strategic entrepreneurship
        
        entrepreneur procedure
        
        feasibility analysis
        
        choose biz model and strategy
        
        oppo recognition
        
        financing
        
        business plan
        
        industry condition & competitor analysis
        
        stage
        
        growth
        
        transition of management
        
        mature
        
        retain commitment
        
        generate growth
        
        start-up
        
        need $
        
        relative invisibility
        
        exit
        
        how to cash the biz?
        
        social entrepreneurship
        
        purpose
        
        earning on not-for-profit basis
        
        address social problem
        
        how to make decision?
        
        social mission
        
        org form (stakeholders)
        
        biz model (value chain, rev stream)
      - Development method
        (See Ch 11)
    - - Def
        
        Invention: convert knowledge into new prod / process / service
        
        put into commercial use
      - why innovate?
        
        tech push
        
        market pull
      - innovation target
        
        product
        
        often new industries
        
        production procedure
        
        often matured industry
      - Mode
        
        open innovation
        
        Adv
        
        use internal resources
        
        need IP protection
        
        When to use?
        
        Continuous innovation needed
        
        not linked to other aspects
        
        not competitive rivalry
        
        platform leadership needed
        
        use innovation to their own tech platform or ecosystem to nurture independent co
        
        closed innovation
        
        Adv
        
        exchange of knowledge
        
        faster
        
        type
        
        Collaboratories
        
        JV with co or uni
        
        Crowd-sourcing
        
        problem to public and prize for the best
        
        when to use?
        
        one-off solution
        
        complex and tightly linked to other aspects
        
        competitive rivalry
      - Diffusion
        
        Def
        
        process that innovation spread among users
        
        Affected by
        
        supply side
        
        Degree of improvement: higher, faster
        
        Compatibility: higher, faster
        
        Complexity: less complex prod / marketing, faster
        
        Experimental: can test use before buy, faster
        
        Relationship: easier to get info and support, faster
        
        demand side
        
        Network effect: more ppl use, faster
        
        target earlier adopter (youngster, rich ppl) for bandwagon effect, faster
        
        market awareness: higher, faster
        
        stage
        
        S-Curve
        
        Decision points
        
        extent of diffusion
        
        timing of plateau / highland
        
        tipping point
        
        1 more item...
        
        tripping point
        
        1 more item...
      - Adv
        
        1st mover adv
        
        experience curve benefit
        
        scale benefit
        
        Reputation
        
        Pre-emption of scared resources
        
        high buyer switching cost
        
        initial monopoly position
        
        fast 2nd / late mover adv
        
        free ride by low cost imitation
        
        learn from mistakes of 1st mover
        
        How to choose?
        
        any resources to scale up innovation?
        
        durable advantage? (unlikely now)
        
        easily replicate and weak IP protection?
      - Distruptive Innovation
        
        how to response / prepare?
        
        Corp venturing
        
        small innovative BU with autonomy
        
        intrapreneurship
        
        staff perform entrepreneurial activities within an org
        
        Portfolio of real option
        
        fail fast, fail cheap, try again
      - Growth method
        (See ch 11)
- - - - Identify gap
        
        why needed?
        
        identify performance shortfalls
        
        tell the extend that strategy needs to change
        
        problem / cons of analysis result
        
        analysis result contradicts
        
        e.g. cut margin but sales growth
        
        numerical manipulation
        
        def of exp / rev
        
        target / perception mgt
        
        importance of criteria changes over time
      - evaluation option
        
        SAFe criteria
        
        feasible?
        
        assessment criteria
        
        2 more items...
        
        Def
        
        1 more item...
        
        Acceptable
        
        Def
        
        can expected performance outcome of proposed strategy meet stakeholders' expectation?
        
        assessment
        criteria
        
        risk
        
        3 more items...
        
        return
        
        4 more items...
        
        stakeholders' reaction
        
        2 more items...
        
        suitable?
        
        For addressing SWOT
        
        Risk
        
        1 more item...
        
        Industry
        
        3 more items...
        
        Self
        
        3 more items...
        
        screening tools
        
        1 more item...
        
        1 more item...
        
        1 more item...
        
        1 more item...
        
        1 more item...
        
        caution
        
        conflicting conclusion
        
        strategy elements consistency
        
        other problems may be found when implementing strategy
      - Assess performance
        
        Type
        
        org effectiveness
        
        Def (either one)
        
        internal operational efficiency
        
        measure relevant to wider stakeholder range
        
        tools
        
        balanced scorecard
        
        customer
        
        internal biz
        
        innovation and learning
        
        financials
        
        triple bottom lines
        
        econ
        
        social
        
        envir
        
        econ performance
        
        Type
        
        marketing and sales
        
        sales growth
        
        market share
        
        accounting
        
        return on capital investment
        
        profit margin
        
        finance
        
        share price
        
        need carefully interpreted
        
        How to assess?
        
        vs over time (Trend)
        
        vs key competitors
        
        vs target
- - - - 3 elements
        
        strategy
        
        structure
        
        Purpose
        
        define reporting lines
        
        define roles and responsibilities
        
        5 types
        
        project based
        (good for innovation;
        ok for diversification)
        
        characteristics
        
        form for proj
        
        dissolve when done
        
        common in proj / event based co
        
        Matrix
        (good for internationalation;
        ok for diversification
        ok for innovation)
        
        e.g.
        
        2 more items...
        
        Adv
        
        3 more items...
        
        Disadv
        
        4 more items...
        
        divisional
        (good for diversification;
        ok for internationalation)
        
        Adv
        
        5 more items...
        
        Disadv
        
        3 more items...
        
        by product / service / GEO
        
        functional
        (ok for innovation)
        
        Disadv
        
        5 more items...
        
        Adv
        
        4 more items...
        
        transnational
        
        (good for internationalisation; ok for diversification & innovation)
        
        type
        
        4 more items...
        
        testing tool
        
        Goold and Campbell nine design tests
        
        test criteria
        
        Accountability
        
        redundant hierarchy
        
        diff link
        
        Specialised culture
        
        Feasibility
        
        people
        
        parenting adv
        
        market adv
        
        Flexibility
        
        System
        
        purpose
        
        supporting
        
        controlling
        
        Type
        
        Indirect control
        
        input related
        
        cultural system #
        
        2 more items...
        
        output related
        
        internal market system
        
        2 more items...
        
        Direct control
        
        input related
        
        planning system
        
        1 more item...
        
        output
        related
        
        perform. target system
        
        4 more items...
      - Def
        
        set of org design elements fitting tgt
        to support intended strategy
        
        Result
        
        if 3 elements match
        
        superior performance
        
        if mismatch
        
        problem in org. resilience
        
        Def
        
        1 more item...
        
        way to improve
        
        2 more items...
        
        problem in org. agility
        
        Def
        
        1 more item...
        
        way to improve
        
        1 more item...
        
        config dilemmas
        
        Central vs decentral
        
        Empower vs hold the ring
        
        Holistic solution and best practice on each element
        
        Vertical accountability vs horizontal integration
        
        Hierarchies vs networks
- - - - Strategic leadership
        
        Style
        
        Leader
        
        transactional
        
        1 more item...
        
        situational
        
        1 more item...
        
        transformational /
        charismatic
        
        3 more items...
        
        leading changes
        
        type
        
        4 more items...
        
        type
        (by org capability and readiness)
        
        2 more items...
        
        role in
        strategic
        changes
        
        mid mgt
        
        Re-interpretation
        and adj strategic
        response and
        relationship
        
        sense making
        
        Advising
        
        embodying changes
        
        Top mgt
        
        embodying changes
        
        aligning the org to deliver
        
        envisioning strategy
        
        in general
        
        identify
        required
        change
        
        2 more items...
        
        diagonse org context
        
        1 more item...
        
        select
        suitable
        levers
        for
        changes #
        
        Changes
        
        Steps
        
        create vision
        
        commu vision
        
        form powerful guiding coalition
        
        empower others to act on vision
        
        establish sense of urgency
        
        create short-term wins
        
        consol gain and build more changes
        
        institutionalise the new approach
        
        catalysts
        
        challenge the taken for granted
        
        changing operational routines
        
        challenge op. assumption #
        
        plan op.changes needed for new strategy
        
        bottom-up changes
        
        compelling case for change
        
        symbolic mgt
        
        established by
        
        1 more item...
        
        power and political systems
        
        support & association with elites / stakeholders
        
        build alliance & networks
        
        control of skills, resources & info
        
        Timing
        
        Exploiting windows of opportunity
        
        Symbolic signalling of time frames
        
        building on actual / perceived crisis
        
        Visible short-term wins
        
        Problem
        
        During process
        
        reinterpretation of change using current culture
        
        death by plan
        
        disconnectedness
        
        behavioural compliance
        
        misread scrutiny and resistance
        
        broken agreement / trust
        
        loss of focus
        
        formal prog shortcoming
        
        change may not
        always as planned
        
        staff keeps learning to adapt to new envir
        
        underestimate changes
        
        local adaptation
        
        mgt just imposes from top to down