Exploring Corporate Strategy: 7 Edition

Exploring Corporate Strategy
7th Edition
Part I
Introduction
Exploring Corporate Strategy, Seventh Edition, Pearson Education Ltd 2005
Exploring Corporate Strategy

7th Edition
Chapter 1
Introducing Strategy
Introducing Strategy Outline

What is strategy and strategic management?
Strategic priorities at corporate, business and
operational level
Vocabulary of strategy
Exploring Corporate Strategy strategic
management model
Definition of Strategy
Strategy is the direction and scope of an
organisation over the long term, which
achieves advantage in a changing
environment through its configuration of
resources and competences with the
aim of fulfilling stakeholder expectations.
Strategic decisions
Exhibit 1.1
Strategic Decisions are About

The long-term direction of the organisation
The scope of an organisations activities
Gaining advantage over competitors
Addressing changes in the business
environment
Building on resources and competences
(capability)
Values and expectations of stakeholders
which affect operational decisions
Strategic Decisions are Likely to :

Be complex in nature
Be made in situations of uncertainty
Affect operational decisions
Require an integrated approach (both inside
and outside an organisation)
Involve considerable change
Strategic Business Unit (SBU)

A strategic business unit (SBU) is a part of
an organisation for which there is a distinct
external market for goods or services that is
different from another SBU
LEVELS OF STRATEGY
Corporate level
Determine overall scope of the organisation
Add value to the different business units
Meet expectations of stakeholders
Business level (SBU)

How to compete successfully in particular markets
Operational
How different parts of organisation deliver strategy
The vocabulary of strategy
Exhibit 1.2
The Vocabulary of Strategy

Mission overriding purpose
Vision/strategic intent desired future state
Goal general statement of aim or purpose
Objective quantification or more precise
statement of goal
Strategic capability resources, activities and
processes
Business model how product, service and
information flow
Control monitoring of action steps
Strategy and Operations

Strategic Management
Operational Management
Organisation-wide, holistic Routinised

Conceptualisation of
issues
Creating new directions
Techniques and actions
Long term
Day to day issues
Managing existing
resources
Developing new resources Operating within existing
strategy
Ambiguous/uncertain
Operationally specific
Elements of Strategic Management

Understanding the strategic position of an
organisation
Making strategic choices for the future
Turning strategy into action
A model of the elements of strategic management
Exhibit 1.3
Strategic Position (1)

The Organisations Environment
Political Economic Social Technological
Environmental Legal
Sources of Competition
Opportunities and Threats
Strategic Capability of the Organisation

Resources and Competences
Strengths and Weaknesses
Strategic Position (2)

Expectations and Purposes
Corporate Governance, Stakeholders, Ethics and

Culture
Sources of Power and Influence
Communication of Purpose: Mission and Objectives
Strategic Choices
Bases of competitive advantage at business
level
Scope of activities at corporate level
Portfolio
Market spread, e.g. international
Value added by corporate parent (parenting)
Directions and methods of development
Directions: Product/Market
Methods: Internal/organic, M&A, strategic alliances
Strategy into Action

Structuring the organisation
Marshalling resources (people, information,
finance, technology)
Managing change
Processes of Strategy Development

Intended strategies
Deliberate management intent
Emergent strategies
Develop out of social and political processes in

and around organisations
Most
Moststrategies
strategiesare
areaacombination
combinationof
of
intended
intendedand
and emergent
emergent processes
processes
Strategy as a Subject of Study

1960s
Harvard case study
What would you do if you were CEO?
60/70s
Corporate planning
Systematised and analytical approach
1980s
Adaptive processes
(Quinn)
Complexity and uncertainty. Influence of

experience, politics, culture, history
1980s
Market positioning
(Porter)
Assessing competitive forces (5 forces) and

positioning
1980s
Resource based
theory (Hamel,
Prahalad)
Unique resources, core competences
1990s
Firms as organisms
(Eisenhardt, Stacey)
Innovation to deal with change
Different Contexts for Strategy (1)

Small
Business
Single market. Limited product/service range. Competitive

strategy. Strategic capability. Restricted funds.
Multinational
Corporation
Diverse products/markets/businesses.
Structure/control/parenting. Competitive strategy. Portfolio
management. Resource coordination.
Manufacturing/ Manufacturing physical product often augmented with

Service
service, brand image for competitive advantage. Services
Organisations no physical product, competitive advantage based on
intangibles
Different Contexts for Strategy (2)

Public Sector
Ideology. Direct/indirect external influence (e.g. government).

Competition for resource inputs. Best value in outputs.
Interagency cooperation
Voluntary and
Not-for-Profit
Diverse sources of funds. Values and ideology. Lobbying.

Stakeholder management.
Challenges of Strategic Management

Prevent strategic drift
Progressive failure to address strategic position

Deterioration of performance
Understand and address contemporary issues

Internationalisation
E-Commerce
Changing purposes
Knowledge and learning
View strategy in more than one way
Three strategy lenses Design, Experience, Ideas

The risk of strategic drift
Exhibit 1.4
Contemporary Strategy Themes (1)

Internationalisation
Size of market
Range of competitors
Relationships
overseas
Institutional/cultural
orientation to strategy
and profit orientation
E-Commerce
Speed and direction
of technology change
Expectations about
how to do business
E-commerce
capability
Service small
markets
Contemporary Strategy Themes (2)

Changing purposes
Change from pure

profit driven
Corporate scandals
Corporate social
responsibility
AND drive for
shareholder value
Public sector more
business-like target
setting and service
orientation
Knowledge and
Learning
Innovation
Generate and
integrate
knowledge/promote
learning
New ways of doing
business
People interactions
The Strategy Lenses

Strategy as design
Logical analytical process

Planned implementation
Top manager driven
Strategy as experience
Adaptation of past strategies based on experience

Influenced by taken for granted assumptions (culture)
Bargaining and negotiation(2)
Strategy as ideas
Importance of variety and diversity for innovation

Emergent strategy from within and around the organisation
Top managers create the conditions for this to take place
The role of the paradigm in strategy

formulation
Exhibit I.i
Conditions of adaptive tension
Exhibit I.ii
Simple rules
Source: Reprinted with permission from Harvard Business Review. Adapted from K.M. Eisenhardt and D.N. Sull, Strategy as simple rules, January 2001, Copyright
2001 by the Harvard Business School Publishing Corporation, all rights reserved.
Exhibit I.iii
Three strategy lenses: a summary
Exhibit I.iv
Three strategy lenses
Exhibit I.v

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Exploring Corporate Strategy

Exploring Corporate Strategy, Seventh Edition, Pearson Education Ltd 2005