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Strategic management and organizational change : descarga, References,…

- - - - It is the pattern that integrates the overall objectives of an organization into a coherent and purposeful whole.
        
        Reasons for formulating and implementing strategies?
        
        Objectives cannot be expressed solely in terms of financial profit maximization.
        
        Planning for the future is essential to moving forward.
        
        Adapting to the environment is not enough; companies need to influence the environment too.
        
        Setting visible goals acts as an inspiration to the organizational effort and supports cooperation.
        
        The strategy serves as attention to organizational effort, and helix of constructive stimuli and organizational self-control.
      - Kenneth Richmond Andrews.
        
        contributions
        
        Framework for the formulation and implementation of strategies
        
        goals
        
        IImplement strategies in terms of objectives, purposes, goals and major policies and plans to achieve the goals in such a way that aligns the business, the mission and the values of the company. Implement the strategy as a common thread between the activities of the organization and the product markets.
        
        Kenneth Richmond Andrews in the 60s wrote "The Concept of Corporate Strategy", considering that all business policy has its origin in the study of skills, attitudes and knowledge of an organization.
        
        Scholar who wrote thought on business policy or corporate strategy at Harvard Business School. Graduated from Wesleyan University in 1937.
      - Planning
        
        Definition
        
        Strategic Planning is a management tool that allows establishing the tasks and the path that organizations must follow to achieve the planned goals, taking into account the changes and demands imposed by their environment.
        
        Stages of strategic planning:
        
        Analysis of the environment. This part is focused on the diagnosis to see if the industry is attractive and how intense the competition is.
        
        Formulation. The frame of reference of a company is defined by the mission (raison d'être), the vision (how the future looks, how I see myself, in about 10 or 20 years) and the philosophy and values (the beliefs and culture of the company). company). In this framework, the company will have a context from which it will be able to formulate the strategy with its three components: objectives, action plan to achieve them and capacities and resources that will allow me to carry out said action plan.
        
        Programming. It is the bridging stage between formulation and execution, where the goals to be achieved are clearly specified and, with some precision, the activities to achieve said objectives.
        
        Execution. It is about carrying out the programs by implementing the tasks, coordinating the initiatives, communicating the priorities and giving a good follow-up. Involving the planning and management of the company at the executive level to be later communicated to all the collaborators. It implies the definition of objectives and strategies that are intended to be met in the long term.
- - - - adaptive changes
      - large scale change
      - Strategic transformational change
      - change of staff
      - structural change
      - corrective change
      - unplanned change
    - - business stabilityl
        
        Stability is conceived as a management capacity that leads to stabilizing customers, suppliers, internal processes and employees to carry out organizational change.
      - Reputation
        
        Corporate reputation is understood as the image that a company gives to the public and its stakeholders and their perception based on the internal and external actions carried out by the company.
      - Competitive advantage
        
        A company's competitive advantage is the ability to stay ahead of its competitors. This favorable position can be obtained in several ways, either by specific aspects (such as a lower price) or by more subjective aspects (such as a pleasant service experience).
      - VUCA or VUCA world
        
        VUCA is an acronym for the words volatility, uncertainty, complexity and ambiguity, and is now widely applied to business and society. It describes a volatile, uncertain, complex and ambiguous world.
        
        Definitions
        
        Volatile: high levels of instability and change
        
        Uncertainty: Lack of knowledge about the impact of our actions
        
        Complexity: A large number of interactions causes an overload of information
        
        Ambiguity: Lack of clarity in the interpretation of a situation
- - - - Examples of Methods Used in Strategic Thinking
        
        Markowitz's portfolio selection theory. In his model, Markowitz establishes that investors behave rationally when selecting their investment portfolio and therefore always seek to obtain the maximum return without having to assume a high level of risk.
        
        A SWOT analysis, also known as a SWOT analysis or SWOT analysis, is a tool that can be used to identify specific strengths and weaknesses that impact situations in organizations.
        
        The Growth-Participation Matrix, known as the Boston Consulting Group Matrix or BCG Matrix, is a graphical method of business portfolio analysis.
        
        The analysis of Porter's five forces is a strategic model developed by the engineer and professor Michael Eugene Porter of the Harvard Business School, in 1979 the five forces that Porter describes are: bargaining power of customers, bargaining power of suppliers, threat of new entrants, threat of new substitute products, and rivalry among competitors.
        
        The value chain according to Michael Porter is a tool that allows analyzing the different activities of a company and determining what value they contribute to the whole of the business activity and, specifically, to the product or service that the company sells.
        
        Value migration, a concept developed by Slywotzky (1997), implies that the value created by business models migrates from obsolete models to innovative models that are capable of satisfying customer needs more effectively and/or efficiently. Business models are continually being transformed and adjusted.