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GLOBALSTRATEGICPLANNING
1. The context
2. The traditional approach
3. The new approach
4. From Strategy to Business Model
Final lesson
1. The context
2
“It is not the strongest...nor the most intelligentthat survives. It is the onethat is the most adaptable to
change.”Charles Darwin
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Global Trends
From
Developed EconomiesWesternVertical IntegrationEmployeesYoug SocietiesEliteLocalManRuralRivalry
To
Emergent EconomiesEasternHorizontal BreadthEntrepreneursAged SocietiesMassGlobalWomanUrbanCompetition
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New Paradigms
Our world is becoming increasingly complex. So muchthat it is quite difficult to find solutions.
Our world is more dynamic every time. Hence, thesolutions we find do not last.
Moreover, when we find the solution, the problem hasalready changed.
(D. Schön)
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Anticipate & Adapt
Be DoHaveAdaptive capacity
Adaptive cultureAdaptive leadership
StrategyBusiness ModelGrowth Strategy Goals
Success
2. The traditional approach
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Industry forces
Substitutes
New entrants
Suppliers
Buyers
ValueChain
Rivalry
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Success is limited by the enviroment
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Focus on product
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Value chain
3. The new approach
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New focus
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Reject commoditization: create you space
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Dynamic Strategic Positions
4. From Strategy to Business Model
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From Strategy to Business Model
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Segment your clients
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Build a specific VP per segment
What need does it satisfy?
What are its technical attributes?
And the emotional ones?
Design the product or service bundle to provide the value proposition.
Innovate in product features.
Design the product range architecture.
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Perform a set of unique activities
Final Lesson
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Summary
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After careful planning, remember Napoleon’s motto
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