PPT-PART 3: STRATEGIC ACTIONS: STRATEGY IMPLEMENTATION

PART 3 STRATEGIC ACTIONS STRATEGY IMPLEMENTATION CHAPTER 11 ORGANIZATIONAL STRUCTURE AND CONTROLS THE STRATEGIC MANAGEMENT PROCESS KNOWLEDGE OBJECTIVES KNOWLEDGE OBJECTIVES ANOTHER ONE BITES THE DUST BORDERS DECLARES BANKRUPTCY Founded. STRATEGY FORMULATION. CHAPTER 9. COOPERATIVE STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. THE RENAULT-NISSAN ALLIANCE: COLLABORATING TO SUCCEED. STRATEGY IMPLEMENTATION. CHAPTER 11. ORGANIZATIONAL STRUCTURE AND CONTROLS. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. ANOTHER ONE BITES THE DUST: BORDERS DECLARES BANKRUPTCY. STRATEGY FORMULATION. CHAPTER 9. COOPERATIVE STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. THE RENAULT-NISSAN ALLIANCE: COLLABORATING TO SUCCEED. STRATEGY IMPLEMENTATION. CHAPTER 11. ORGANIZATIONAL STRUCTURE AND CONTROLS. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. ANOTHER ONE BITES THE DUST: BORDERS DECLARES BANKRUPTCY. 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?. Cap Gemini Ernst & Young. July 2001. We’re trying to answer two questions. How do global, multi-business line companies develop strategy?. Focused on the role of the corporate centre in helping companies make, communicate and implement strategies.. Strategic Management. Business Policy. The study of the function and responsibilities of senior management, the crucial problems that affect success in the total enterprise and the decisions that determine the direction of the organization and shape its future.. Barriers to implementation. Strategists as People. . Structure and Strategy. . Managing Strategic Change. Block 5 explores ‘Implementation’. Analysis. Choice. Johnson and Scholes’ (2006). Implementation. 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?. STRATEGY IMPLEMENTATION. CHAPTER 11. ORGANIZATIONAL STRUCTURE AND CONTROLS. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. ANOTHER ONE BITES THE DUST: BORDERS DECLARES BANKRUPTCY. for. MBA-III Semester. Presentation . on Strategic Management(. SM. ). What is Strategy? . Definition of Strategy. Features of Strategy. Levels of Strategy- corporate-level, business- level and functional-level. . . People, Leadership, and Culture. Bongsun Kim. Korea University Business School. Steps of Strategic Management Process. Ch. 4 & 5. Ch. 6, 7, & 8. Ch. 9 & 10. Ch. 11. CEO Characteristics - Strategy Fit. 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