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 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. 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.. Overview:. Strategic leadership & top-level managers importance. Top management teams and effects on firm performance. Managerial succession process. Value of strategic leadership in determining firm’s strategic direction. 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.. 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. 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 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 12. STRATEGIC LEADERSHIP. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. SUCCESSION AT HP: CAN THE NEW CEO SAVE THE COMPANY’S SOUL?. 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. April23, 2018. Day 1. Welcome!. Introductions. Dr. Mike Brown. Facilitator’s Role. Ask the right questions . Process your responses that create your strategic plan. Clarify and mediate when necessary.