Professional Documents
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1: Introducing Strategy
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.2
Learning outcomes
Summarise the strategy of an organisation in a strategy
statement.
Identify key issues for an organisations strategy
according to the Exploring Strategy model.
Distinguish between corporate, business and
operational strategies.
Understand how different people contribute to strategy
at work.
Appreciate the contributions of different academic
disciplines and theoretical lenses to practical strategy
analysis.
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.3
Slide 1.4
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.5
Strategic decisions
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.6
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.7
Figure 1.2
Source: M. Baghai, S. Coley and D. While, The Alchemy of Growth, 2000, Texere Publishers: Figure 1.1, p. 5
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.8
Stakeholders
Stakeholders are those individuals or
groups that depend on an organisation to
fulfil their own goals and on whom, in turn, the
organisation depends.
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.9
News Corporation
diversifying from print
journalism into social
networking.
Corporatelevel
strategy
Business-level
strategy
Operational strategy
Website and
marketing
improvements at My
Space to attract
more users.
MySpace engineers
increasing
processing
Capacity.
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.10
Slide 1.11
Strategy statements
Strategy statements should have three
main themes:
the fundamental goals that the organisation
seeks, which draw on the stated mission,
vision and objectives
the scope or domain of the organisations
activities
and the particular advantages or capabilities
it has to deliver all these.
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.12
Slide 1.13
Slide 1.14
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.15
Figure 1.3
Slide 1.16
Figure 1.4
Slide 1.17
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.18
Environment
The
Capability Strategic
Position
Purpose
Culture
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.19
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.20
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.21
Businesslevel
Corporatelevel
Strategic
Choices
Innovation
International
Acquisitions &
Alliances
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.22
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.23
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.24
Processes
Organising
Strategy
in Action
Changing
Evaluating
Practice
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.25
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.26
Exploring strategy in
different contexts
The Exploring Strategy Model can be applied in
many contexts.
In each context the balance of strategic issues
differs:
Small Businesses (e.g. Purpose and Growth
issues)
Multinational Corporations (e.g. Geographical
Scope and Structure/Control issues)
Public Sector Organisations (e.g. Service/Quality
and Managing Change issues)
Not For Profit Organisations (e.g. Purpose and
Funding issues)
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.27
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.28
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.29
Strategy as design
Figure C.i
Design lens
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.30
Strategy as experience
Figure C.ii
Experience lens
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.31
Strategy as variety
Figure C.iii
Variety lens
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.32
Strategy as discourse
Figure C.iv
Adaptive tension
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 1.33
Table C.ii
Slide 1.34
Slide 1.35
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011