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The Practice of StrategyThe Practice of Strategy
The StrategistThe Strategist
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 22
Exploring Corporate Strategy 8e, © Pearson Education 2008
Learning Outcomes (1)Learning Outcomes (1)
Identify key people involved in strategy making, Identify key people involved in strategy making, including top management, strategy consultants, including top management, strategy consultants, strategic planners, and middle managersstrategic planners, and middle managers
Assess which people should be included in Assess which people should be included in strategy making for different kinds of issuesstrategy making for different kinds of issues
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 33
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Learning Outcomes (2)Learning Outcomes (2)
Evaluate different approaches to strategising Evaluate different approaches to strategising activity, including analysis, issue selling, activity, including analysis, issue selling, decision-making structures and communicationsdecision-making structures and communications
Recognise key elements in the various Recognise key elements in the various methodologies commonly used in strategising, methodologies commonly used in strategising, including strategy workshops, projects, including strategy workshops, projects, hypothesis testing and writing business cases hypothesis testing and writing business cases and strategic plansand strategic plans
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 44
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Exhibit 15.1 The Pyramid Exhibit 15.1 The Pyramid of Strategy Practiceof Strategy Practice
Strategists:Who?
Strategising activities:
What?
Strategising methodologies:
Which?
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 55
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The StrategistsThe Strategists
Chief Executive Officer
Top management team
Non-executive directors
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Characteristics of Characteristics of Effective Strategy LeadersEffective Strategy Leaders
Mastery of analytical concepts and Mastery of analytical concepts and techniquestechniques
Social and influencing skillsSocial and influencing skillsGroup acceptance as a playerGroup acceptance as a player
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 77
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What is a Strategic Planner?What is a Strategic Planner?
Strategic plannersStrategic planners, also called , also called corporate development managers,corporate development managers,
are managers with a formal are managers with a formal responsibility for contributing to the responsibility for contributing to the
strategy process. strategy process.
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 88
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Tasks Performed Tasks Performed by Strategic Plannersby Strategic Planners
Information and analysis
Managers of the strategy process
Special projects
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 99
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Roles Played by Roles Played by Strategy Consultants Strategy Consultants
Analysing, prioritising, and generating options
Transferring knowledge
Promoting strategic decisions
Implementing strategic change
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 1010
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Exhibit 15.2 The Access/Exhibit 15.2 The Access/Execution ParadoxExecution Paradox
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 1111
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Exhibit 15.3 Who to Include Exhibit 15.3 Who to Include in Strategy Making?in Strategy Making?
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 1212
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What is Strategic Issue Selling?What is Strategic Issue Selling?
Strategic issue sellingStrategic issue selling is the is the process of winning the attention and process of winning the attention and
support of top management and support of top management and other important stakeholders for other important stakeholders for
strategic issues. strategic issues.
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 1313
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Aspects of Aspects of Strategic Issue SellingStrategic Issue Selling
Issue packagingFormal or
informal channels
Sell alone or in coalitions
Timing
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Guidelines for Guidelines for Strategic Decision MakingStrategic Decision Making
Build multiple simultaneous alternativesBuild multiple simultaneous alternativesTrack real-time informationTrack real-time informationSeek the views of trusted advisorsSeek the views of trusted advisorsAim for consensus, but not at any costAim for consensus, but not at any cost
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 1515
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Elements of a Elements of a Communications StrategyCommunications Strategy
Focus Impact
MediaEmployee
engagement
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 1616
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Strategy MethodologiesStrategy Methodologies
Strategy workshops
Strategy projects
Hypothesis testing
Business cases and strategic plans
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 1717
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What is a Strategic Workshop?What is a Strategic Workshop?
Strategic workshopsStrategic workshops, also called , also called strategy retreats, away-days, or off-strategy retreats, away-days, or off-sites, involve groups of executives sites, involve groups of executives working intensively for one or two working intensively for one or two
days, often away from the office, on days, often away from the office, on organisational strategy.organisational strategy.
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 1818
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Workshops seeking to challenge Workshops seeking to challenge existing preconceptions should…existing preconceptions should…
Insist on prior preparationInsist on prior preparation Involve participants from outside the Involve participants from outside the
senior executive teamsenior executive team Involve outside consultants as facilitatorsInvolve outside consultants as facilitatorsBreak organisational routinesBreak organisational routines
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 1919
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Workshops connecting Workshops connecting to subsequent action should…to subsequent action should…
Make an agreed list of actionsMake an agreed list of actionsEstablish project groupsEstablish project groupsCirculate agreed actionsCirculate agreed actionsMake visible commitment by the top Make visible commitment by the top
managementmanagement
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What is a Strategy Project?What is a Strategy Project?
Strategy projectsStrategy projects involve teams of involve teams of people assigned to work on people assigned to work on
particular strategic issues over a particular strategic issues over a defined period of time.defined period of time.
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Success Factors for Success Factors for Strategy ProjectsStrategy Projects
A clear brief or mandate
Top management commitment
Milestones and reviews
Appropriate resources
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What is a Business Case?What is a Business Case?
AA business casebusiness case provides the data provides the data and argument in support of a and argument in support of a particular strategy proposal. particular strategy proposal.
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Chapter Summary (1)Chapter Summary (1)
The practice of strategy involves critical choices The practice of strategy involves critical choices about who to involve in strategy, what to do, and about who to involve in strategy, what to do, and which strategising methodologies to usewhich strategising methodologies to use
Top managers, strategic planners, consultants, Top managers, strategic planners, consultants, and middle managers are all involved in and middle managers are all involved in strategisingstrategising
Middle manager involvement in strategy can Middle manager involvement in strategy can suffer from the CEO access/implementation suffer from the CEO access/implementation responsibility paradoxresponsibility paradox
BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001 , © Pearson Education 2008/2011 2424
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Chapter Summary (2)Chapter Summary (2)
Strategising activity involves analysing, Strategising activity involves analysing, issue selling, decision making, and issue selling, decision making, and communicatingcommunicating
Practical methodologies to guide Practical methodologies to guide strategising activity include strategy strategising activity include strategy workshops, strategy projects, hypothesis workshops, strategy projects, hypothesis testing, and creating business cases and testing, and creating business cases and strategic plansstrategic plans
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Key Debate: Key Debate: What Good Are Strategy What Good Are Strategy
Consultants? Consultants? What measures can a strategy consultant What measures can a strategy consultant
take to reassure a potential client of his or take to reassure a potential client of his or her effectiveness?her effectiveness?
Are there any reasons to suspect that Are there any reasons to suspect that some people might want to exaggerate some people might want to exaggerate criticisms of strategy consultants’ conduct? criticisms of strategy consultants’ conduct?
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Case Example: Ray OzzieCase Example: Ray Ozzie
Why was the Semiahmoo retreat not successful Why was the Semiahmoo retreat not successful in creating sustained momentum around the in creating sustained momentum around the issue of Microsoft’s core?issue of Microsoft’s core?
Why was Ozzie more successful in creating Why was Ozzie more successful in creating follow-on action after the Robinswood retreat?follow-on action after the Robinswood retreat?
Comment on Ozzie’s communications strategy Comment on Ozzie’s communications strategy with regard to the Internet Services Disruption.with regard to the Internet Services Disruption.