PPT-PART 2: STRATEGIC ACTIONS: STRATEGY FORMULATION

CHAPTER 6 CORPORATELEVEL STRATEGY THE STRATEGIC MANAGEMENT PROCESS KNOWLEDGE OBJECTIVES KNOWLEDGE OBJECTIVES GENERAL ELECTRIC THE QUINTESSENTIAL DIVERSIFIED FIRM . STRATEGY FORMULATION. CHAPTER 8. INTERNATIONAL STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. INTERNATIONAL STRATEGY: CRITICAL TO STARBUCKS’ FUTURE SUCCESS. STRATEGY FORMULATION. CHAPTER 5. COMPETITIVE RIVALRY AND COMPETITIVE DYNAMICS. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. DISRUPTIVE INNOVATION: WINNING RIVALRY BATTLES AGAINST COMPETITORS. STRATEGY IMPLEMENTATION. CHAPTER 11. ORGANIZATIONAL STRUCTURE AND CONTROLS. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. ANOTHER ONE BITES THE DUST: BORDERS DECLARES BANKRUPTCY. Optimization methods help us find solutions to problems where we seek to find the best of something.. This lecture is about how we formulate the problem mathematically.. In this lecture we make the assumption that we have choices and that we can attach numerical values to the ‘goodness’ of each alternative.. STRATEGY IMPLEMENTATION. CHAPTER 12. STRATEGIC LEADERSHIP. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. SUCCESSION AT HP: CAN THE NEW CEO SAVE THE COMPANY’S SOUL?. Summary of lecture. Introduction. Whose responsibility is it. Why it matters. Definitions . Business mission. Strategic Objectives. What is Strategy?. Formulating Strategy. Primary Determinants of Strategy. STRATEGY FORMULATION. CHAPTER 8. INTERNATIONAL STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. INTERNATIONAL STRATEGY: CRITICAL TO STARBUCKS’ FUTURE SUCCESS. STRATEGY IMPLEMENTATION. CHAPTER 12. STRATEGIC LEADERSHIP. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. SUCCESSION AT HP: CAN THE NEW CEO SAVE THE COMPANY’S SOUL?. STRATEGY IMPLEMENTATION. CHAPTER 12. STRATEGIC LEADERSHIP. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. SUCCESSION AT HP: CAN THE NEW CEO SAVE THE COMPANY’S SOUL?. Facilitators:. . Basanta . Raj . Sigdel. Santosh . Koirala. 2. Environment Analysis. Analysis and diagnosis of an organization, often referred to as an . Organization Audit . or SWOT analysis. Undertaken to assess an organization’s ability to deal with its Internal and External Environment by identifying its Strengths, Weaknesses, Opportunities and Threats. STRATEGY IMPLEMENTATION. CHAPTER 11. ORGANIZATIONAL STRUCTURE AND CONTROLS. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. ANOTHER ONE BITES THE DUST: BORDERS DECLARES BANKRUPTCY. PART 2: STRATEGIC ACTIONS: STRATEGY FORMULATION CHAPTER 9 COOPERATIVE STRATEGY THE STRATEGIC MANAGEMENT PROCESS KNOWLEDGE OBJECTIVES KNOWLEDGE OBJECTIVES THE RENAULT-NISSAN ALLIANCE: COLLABORATING TO SUCCEED ■ The 1999 French-based Renault PART 2: STRATEGIC ACTIONS: STRATEGY FORMULATION CHAPTER 9 COOPERATIVE STRATEGY THE STRATEGIC MANAGEMENT PROCESS KNOWLEDGE OBJECTIVES KNOWLEDGE OBJECTIVES THE RENAULT-NISSAN ALLIANCE: COLLABORATING TO SUCCEED ■ The 1999 French-based Renault PART 3: STRATEGIC ACTIONS: STRATEGY IMPLEMENTATION CHAPTER 12 STRATEGIC LEADERSHIP THE STRATEGIC MANAGEMENT PROCESS KNOWLEDGE OBJECTIVES KNOWLEDGE OBJECTIVES SUCCESSION AT HP: CAN THE NEW CEO SAVE THE COMPANY’S SOUL? ■ HP’s culture of