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8/14/2019 Strategy Trajectory Arash Najmaei Final Revised
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StrategicStrategic
IntelligenceIntelligencetrajectorytrajectory
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Acknowledgment
I thankfully appreciate allefforts of Dr. David Yong
who gave me thisopportunity to sharesome interesting
knowledge on strategicmanagement with my
friends
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Introduction
Arash NajmaeiArash Najmaei http://arash.managment.blogspot.co
http://arash.managment.blogspot.com/mailto:[email protected]:[email protected]://arash.managment.blogspot.com/8/14/2019 Strategy Trajectory Arash Najmaei Final Revised
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Strategic management orStrategic management or
management of strategymanagement of strategy
The process of creatingcompetitive advantage andsustain it by developing and
implementing strategies overtime
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Strategic management
evolutionThe evolution of strategic
management can be discussedfrom two different approaches.
3.3.HistoricalHistorical
4.4.Intellectual or mindsetIntellectual or mindset
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Preface This presentation aims to provide a
brief insight into recent intellectualevolution of strategic managementthrough an overview on strategicthinking of four big strategists.
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Synopsis The brief view of strategic mindset of fourbusiness gurus.2.2.Michael porter (HBS)Michael porter (HBS)
3.3.Gary Hamel ( HBS)Gary Hamel ( HBS)
4.4.Kenichi Ohmae ( McKinsey)Kenichi Ohmae ( McKinsey)
5.5.Tom PetersTom Peters
Other contributors:Other contributors:Wernerfelt , Montgomery and C.K Prahalad
( Michigan, Harvard and Chicago )
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MichaelPorter
HBS
2.2. Strategic positioningStrategic positioning
3.3. Cluster analysisCluster analysis
4.4. Five forcesFive forces
5.5. Generic strategiesGeneric strategies
6.6. Value chainValue chain
7.7. Diamond modelDiamond model
8.8. Outside-in perspective and inside-out perspectiveOutside-in perspective and inside-out perspective
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Gary HamelLBS and HBS2.2. Strategic intentStrategic intent
3.3. Core competenciesCore competencies
4.4. Strategic resiliencyStrategic resiliency
5.5. Managing innovationManaging innovation
6.6. Strategy as revolutionStrategy as revolution
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Kenichi OhmaeJapanese strategist- mr.strategy
3.3. 3Cs model3Cs model
4.4. Global strategic allianceGlobal strategic alliance
5.5. Borderless worldBorderless world
6.6. Invisible continentInvisible continent
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Tom Petersstrategic leadership
1.1. Search for excellenceSearch for excellence
2.2. Operational excellenceOperational excellence
3.3. Technical excellenceTechnical excellence
4.4. Innovational excellenceInnovational excellence
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STRATEGICINTELLIGENCE
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The nature of strategy
What is Strategy?
Strategy
StrategicStrategic
positioning versuspositioning versus
operationaloperational
efficiencyefficiency
StrategicStrategic
ResiliencyResiliency
StrategyStrategy
asas
RevolutiRevoluti
onon
3 Generic3 Generic
BusinessBusiness
strate iesstrate ies
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Conventional Paradigm of
SM1.1. Environmental scanning ( internal andEnvironmental scanning ( internal and
external, ,Resources and coreexternal, ,Resources and core
competencies)competencies)
2.2. Strategy ( operational level, businessStrategy ( operational level, businesslevel and corporate level)level and corporate level)
3.3. Strategic Responses: Growth, StabilityStrategic Responses: Growth, Stability
and Retrenchmentand Retrenchment
4.4. Internationalization and globalizationInternationalization and globalization5.5. Corporate competitive governance andCorporate competitive governance and
CSRCSR
6.6. Strategic leadershipStrategic leadership
7.7. Strategic entrepreneurshipStrategic entrepreneurship
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Intellectual Evolution
of SMStrategicStrategicManagementManagementTwo main Analyticalviews
Resource-BasedView Product-Based
View
Wernerfelt 1984
Montgomery 1988
Knowledge-BasedView
Porter 5Fs1982
Revolution: Strategic Intent1989
Strategic
KnowledgeManagementsystem
Managing
Innovation
(Hamel)
Search forexcellence
(Tom Peters)
Ohmaes 3Cs model
InnovationInnovation
and creativityand creativity
(product(productvaluevalue
addition)addition)
Integrated universal mindsetIntegrated universal mindset
Ohmae, Tom peters and C.KOhmae, Tom peters and C.K
PrahaladPrahalad
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Thank you forThank you for
your attentionyour attention
Q&AQ&A