PPT-PART 3: STRATEGIC ACTIONS: STRATEGY IMPLEMENTATION

PART 3 STRATEGIC ACTIONS STRATEGY IMPLEMENTATION CHAPTER 10 CORPORATE GOVERNANCE THE STRATEGIC MANAGEMENT PROCESS KNOWLEDGE OBJECTIVES KNOWLEDGE OBJECTIVES CORPORATE GOVERANCE WHAT IS ALL THE FUSS ABOUT Corporate governance can. STRATEGY FORMULATION. CHAPTER 8. INTERNATIONAL STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. INTERNATIONAL STRATEGY: CRITICAL TO STARBUCKS’ FUTURE SUCCESS. STRATEGY FORMULATION. CHAPTER 9. COOPERATIVE STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. THE RENAULT-NISSAN ALLIANCE: COLLABORATING TO SUCCEED. 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 FORMULATION. CHAPTER 9. COOPERATIVE STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. THE RENAULT-NISSAN ALLIANCE: COLLABORATING TO SUCCEED. 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. 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 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?. 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.