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Obligatoriska artiklar (Getting clarity (problems (leadership (failure of…

- - - - what is clarity?
        
        strategy is nothing more than simple rules about being different
        
        SCA is even harder to achieve because of innovative and dynamic competitors
        
        strategy is one of the most important functions of organizations, it often gets unchecked gets to dense or is so successful that complacency sets in
      - why clarity now?
        
        makrofactors affekting american companies
        
        uncertain about value proposition
        
        competitive position is under attack
        
        slowing growth, decreasing gains in productivity, increasing competition and strategy fatigue
        
        essential to create differential value
        
        environments becoming more complex and less predictable
        
        stars generate relatively more revenue than cows
        
        more opportunity with the right focus
        
        paradoxical and inverse relationship between strategy and environments in terms of complexity
      - model
        
        clarity map
        
        five questions
        
        Articulate your strategy
        
        why do the firm exist?
        
        does the strategy tap an advantage?
        
        recognize shifting oppertunities
        
        is the strategy clear enough to gain an advantage given macro factors?
        
        act faster to capture advantage
        
        macro factors
        
        blurring industry boundaries
        
        identify fault lines
        
        does the strategy embrace uncertainty, is it nimble enough?
        
        comfort with status quo
        
        will the current strategy beat the market?
        
        status quo thinking is a high risk approach
        
        block buster
        
        innovation approach
        
        does the strategy embrace a culture of innovation?
        
        clarity actions
        
        abandon existing strategy
        
        enhance strategy focus
        
        shift strategy focus
        
        better execution of existing strategy
        
        innovation driven strategy
        
        clarity outcomes
        
        high-growth/low risk strategy
        
        value/capital growth
        
        strategic agility and dynamic capability
        
        innovation culture
        
        transient competitive advantage
    - - more important than capital and labor
      - role in value enhanchement
        
        better approaches of execution
        
        harnessing innate creativity of employees to deliver differential value
  - - - leadership faliure
        
        leaders are not asking the right questions
      - failure of management
        
        bozo
        
        peter principle
        
        selection of a candidate based on the performance in the current role rather than on abilities needed in the intended role
        
        to many administrators in leadership roles
        
        differences between leaders and adminstratives
        
        pursue vision through their actions, administrative make rules an interpret boundaries
        
        leaders inspire, administratives deflate
        
        etc
    - - problems with today's strategy process
        
        planning to control approach
        
        principlles
        
        standardization
        
        divisional management
        
        specialization
        
        provides a straitjacket of conventional management thinking
        
        examples
        
        big companies inability to
        
        respond to effectively to nimble upstarts
        
        identify and act proactive on trends
        
        promoting collaboration and unleashing the creativity of employees
        
        innovation is stifled by bureaucracy
        
        Students are ill equipped due to rusty standardized models
    - - insularity
        
        has contributed to organisations sorrounding themselves with themselves
        
        distracted pursuing activities not directly related to the competitive enviroment
        
        promote internal win- lose decisions
        
        lack of interest in culture, ideas or people outside ones own experience
      - culture of indecision
        
        causes
        
        difficulty turning dialogue into action
        
        bad decisions due to poor knowledge
        
        difficulty with knowledge management
        
        lack in ability to generate knowledge around value chain, communicate it within the organization and then make good decisions
        
        internal politics
        
        misaligned priorities
        
        masking of the real decision-making behind a virtual cycle of visioning and planning
        
        risk aversion
- - - - planning
        
        strategy
        
        a decompose strategy into distinct steps, delineated by checklists and supported by techniques (budgets, programs and operating plans)
        
        similar to design but being formal in addition to being cerebral and carried out by staff planners
        
        in charge
        
        staff planners
      - positioning
        
        strategy
        
        strategy is reduced to generic positions selected through formalized analyses of industry situations
        
        academic
        
        in charge
        
        analysts
      - design
        
        strategy
        
        senior management formulates clear simple and unique strategies in a deliberate process of conscious thought
        
        strategy is about achieving the essential fit between internal strengths and weaknesses and external threats and opportunities
        
        in charge
        
        senior management
    - - cognitive
        
        strategy
        
        mental processes
        
        frames
        
        models
        
        maps
        
        schemas
        
        bias
        
        information processing
      - learning
        
        strategy
        
        emerges from the organisation in a bottom-up process give the right conditions, top down formulation and interplentation might do more harm than good
      - entrepreneurial
        
        strategy
        
        shifted strategies from precise designs, plans or positions to vague visions or broad perspectives
        
        metaphors
        
        rooted in the mysteries of intuition
        
        in charge
        
        chief executive
  - - - butchering the elephant
      - oversimplification, conceptualization of only one aspect or from one school of thought of the complex phenomena of strategy and claiming this is all there is to it
  - - - eclectic approaches
        
        strategic maneovering
        
        links positioning and power school
        
        definitions
        
        strategy formation is about in a context of a demanding enviroment
        
        judgmental designing
        
        intuitive visioning
        
        emergent learning
        
        iransformatin
        
        perpetuation
        
        individual cognition
        
        social interaction
        
        cooperative
        
        conflicting
        
        analysing before, programming after as well as negotiating during
        
        What strategy formation is/should be varies depending on the context, at some give context insights from one school is/should be more influential
        
        stakeholder analysis
        
        links planning and positioning schools
      - evolutionary approach
        
        the diffrent schools of thoughts can be seen as different animals where later schools are the offspring of earlier schools, non of the schools are extinct per say
        
        Four "natural selection" mechanisms
        
        collaborative contacts
        
        organization learn and borrow from each other when they work together
        
        competition and confontration
        
        USA and soviet race to the moon
        
        recasting the old
        
        old ideas gets recast as new, they are new at the surface
        
        sheer creativity of managers
        
        evolutionary tree
        
        roots (basic disciplines)
        
        economics
        
        psychology
        
        sociology
        
        anthropology
        
        political science
        
        prescriptive schools
        
        features
        
        managed growth
        
        fertilize and trim carefully to curb disruptive influence
        
        strenghts
        
        clear and consistant
        
        discussion and transmission of ideas are easier
        
        weaknesses
        
        can foster sterility in thinking and application
        
        design
        
        planning
        
        positioning
        
        entrepreneurial (partly)
        
        descriptive schools
        
        features
        
        natural growth
        
        strengths
        
        fuller and richer, allowing more experimentation and innovation
        
        weaknesses
        
        can end up in tangled confusion
        
        generating many contingencies and multiple perspectives that tymie application
        
        cultural
        
        learning
        
        cognitive
        
        power
        
        enviroment
- - - - five forces affecting the market
        
        the relative bargaining power of suppliers
        
        industry/market characteristics tilting power balance favoring suppliers
        
        suppliers consist of fewer companies with larger market share
        
        unique or differentiated product
        
        high switching costs
        
        represents threat of forward integration
        
        the industry as a whole is not to important enough for the suppliers not risking to squeeze it into bankruptcy
        
        industry/market characteristics tilting power balance favoring buyers
        
        concentrated, few companies with large market share
        
        purchase in large volymes
        
        especially potent if supplier have large fixed cost, causing them to keep capacity filled
        
        standard undifferentiated products allowing the buyer to switch relatively easy making them less dependant
        
        high price sensitivity (motivates buyer to look long and hard for alternatives)
        
        buyers have low profitability
        
        component makes up a large fraction of cost
        
        component is relatively unimportant for the quality of the buyers product and services
        
        threat or backwards integration
        
        strategic aspect
        
        find suppliers or buyers who possess the least power to influence it adversely
        
        there often exist segments within a larger segment with different and more favorable power dynamics
        
        buyer selection
        
        focus on the segment of the industry where they can create product differentiation, minimize threat of backwards integration and in other-ways mitigate the power of their customers
        
        selling to everyone is self-defeating, more sales the more vulnerable you become
        
        threat of substitute products
        
        features
        
        limit potential of industry by putting a ceiling on the price that can be charged
        
        substitutes of strategic importance
        
        subject to trends improving their price-performance tradeoff with the industry product
        
        substitutes that are produced by industries earning high profits
        
        the jockeying among current contestants
        
        factors influencing the intensity of rivelry
        
        many and equally matched competitors in terms of size and power
        
        slow industry growth
        
        lacking product differentiation or switching costs
        
        high fixed cost or perishable product/service
        
        price cuts
        
        high exit barriers
        
        diversity in strategies, origins and personalities
        
        implication for strategy
        
        try to raise buyer switching costs
        
        increase product differentiation
        
        focus selling efforts in the fastest-growing segments or on market areas with the lowest fixed costs
        
        try to avoid confrontation with competitors having high exit barriers
        
        threat of new entrants
        
        seriousness of the threat depends on
        
        expectations about how existing competitors will respond to a new entrant
        
        factors predicting reactions
        
        resources available to fight back
        
        3 more items...
        
        willingness to cut prices
        
        growth of the industri
        
        the barriers to entry
        
        six sources of barriers to entry
        
        product differentiation
        
        1 more item...
        
        capital requirements
        
        cost disadvantages
        
        1 more item...
        
        access to distribution channels
        
        1 more item...
        
        government policy
        
        1 more item...
        
        economics of scale
        
        1 more item...
        
        bargaining power of customers
    - - SWOT
  - - - find a position in the industry where the company can defend against the five forces or influence them to its favor
  - - - matching the companies strength and weaknesses against the structure of the industry
      - finding positions where the forces/current are the weakest
      - knowledge about competencies and assets should guide where the company should confront and avoid competition
        
        example
        
        low cost producer might choose to confront powerful buyers while it are careful in choosing a product that isn't susceptible to threat of substitutes
        
        Dr pepper
    - - be offensive and not merely cope with the forces
      - innovation in marketing that raise brand identification or in other way differentiate the product
      - vertical integration or captial investment in order to affect entry barriers
- - - - vision
        
        create an organization capable of infusing products with irresistible functionality or better yet, creating products that customer need but have not yet imagined
        
        Develop necessary competencies in order to be able to capture the value in emergent markets
      - method
        
        identify and develop/aquire core competencies
        
        conceive/conceptualize the company as a portfolio of competencies instead as a portfolio of businesses
      - strategies
        
        strategic alliances
        
        build competencies fast and to a low cost
        
        technology access
        
        internalizing partner skills
        
        vertical intgration
    - - level of core competency
        
        goal
        
        build a world leadership in the design and development of a particular class of product functionality
        
        method
        
        maximize the share of world manufacturing in core products
      - core products
        
        leadership and control allows company to shape the evolution of applications and end markets
    - - strategic architecture
        
        definition
        
        a road map of the future that indentifies which core competencies to build and their constituent technologies
        
        how to build a strategic archetecture
        
        build strong roots
        
        how long could we preserve our competitiveness in this business if we did not control this particular core competence?
        
        how central is this core competence to perceived customer benefits?
        
        what future opportunities would be foreclosed if we were to lose this particular competence?
        
        function
        
        provides a framework for managers to evaluate strategic decisions such as product and market diversification
        
        does implementation of this strategy (programming) add to the core competence?
        
        makes resource allocation transperent to the entrire organisation
        
        provides a templet for allocation decisions by top management
        
        allow lower level managers to understand the logic behind allocation priorities
        
        disciplienes senior management to maintain consistency
    - - communication and sharing of ideas
      - rotation of personell
      - create a culture of teamwork instead of internal competition
  - - - Shortsighted focus
        
        short run vs long run CA
        
        SCA
        
        ability to in a more effective way develop/acquire the core competencies necessary in order to develop offerings that satisfies unconvinced needs
        
        management ability to consolidate corporate-wide technologies and production skills into competencies that empower individual business to adapt quickly to changing opportunities
        
        short run CA
        
        price/performance attributes of current products
        
        due to
        
        quarterly budget fire
        
        adherence to a ineffective conceptualization of the company
        
        management are unwilling to give up control and power
      - trapped in SBU mindset and to dependant on external sources for critical components
      - core competences isn't captured by traditional means of measuring performance. Hence it isn't used to inform strategic decision-making
      - only looks at the leafs (price/performance) and forgetting about the roots (core competenscies
      - cost of SBU mindset
        
        Only performance on the ability to put competitive products on the self today is visible (the leafs)
        
        leads to
        
        underinvestment in developing core competencies and core products
        
        imprisoned resources
        
        SBU hide their competencies in their mattress and wont share them with the rest of the company in fear of losing them
        
        bounded innovation
        
        innovation gets limited to those close at hand
    - - if the technology changes or if the supplier forward integrates the tree might die because of undeveloped root system
      - it can provide a shortcut to a more competitive product but it does little to building the people-embodied skills needed to sustain product leadership
    - - decision to stop spending in a mature market might throw the baby (core competency) out with the water. Losing the competence will harm the company's ability in capturing emergent market that are could be nurtured by the same competence of the dying market
  - - - tree metaphore
        
        trunk and major branches
        
        core products
        
        leaves flowers and fruits
        
        end products
        
        roots
        
        core competencies
        
        sustains the three in the long run
        
        gives nurisment
        
        usability
        
        competitor analysis
        
        you can miss the strength of the tree if you only look at the leaves
        
        internal analysis
      - core competencies
        
        conceptualisation
        
        definitions
        
        harmonizing streams of technology
        
        organization of work and delivery of value
        
        criteria
        
        should be hard for competitors to imitate
        
        synergy
        
        provides potential access to a wide variety of markets
        
        the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies
        
        features
        
        are assets that do not deteriorate but instead are enhanced as they are applied and shared
        
        needs to be nutured and protected, knowledge fades if its not used
        
        metafores
        
        competencies are the glue that binds existing businesses
        
        the engine for new business to develop
        
        strategy implications
        
        should be used when making strategic decisions about diversification etc (anzlow matrix) in excess to the attarctivness of the market
        
        is there a win-win?
        
        can the company create and capture value form the customer
        
        used when analyzing competitors and the company
        
        examples
        
        sony
        
        miniturization
        
        merger with Ericsson (core competence aquisition)
        
        honda
        
        engines and power trains
      - core products
        
        definition
        
        the trunk of the tree
        
        the physical manifestations/embodiments of one or more core competencies
        
        the components that contribute to the value of the end products