Strategy Greek word ‘strategos’ means generalship Literally means the art of the general
“Course of action” in other words is “Strategies”
Points to Consider Certain variables are assumed to be constant (Distorted Reality) Rigidity; Committed towards a path but be blindfolded towards emergent situations Concept of Strategy - Evolution of Thought A plan or course of action or a set of decision rules forming a pattern or creating a common thread, The pattern or common thread related to the organization’s activities which are derived from its policies, objectives and goals, Related to pursuing those activities which move an organization from its current position to a desired future state, Concerned with the resources necessary for implementing a plan or following a course of action, Concept of Strategy - Evolution of Thought Connected to the strategic positioning of a firm, making trade-offs between its different activities, and creating a fit among these activities and The planned or actual coordination of the firm’s major goals and actions, in time and space that continuously co-align the firm with its environment.
In simplified terms, strategy is the means to achieve
objectives. Strategy as Paradox Bob De Wit and Ron Meyer have written in their book titled ‘Strategy Synthesis’ “At the heart of every set of strategic issues, a fundamental tension between apparent opposites can be identified” Eg. Compete or Cooperate; Globalization or Localization / Transnational strategy According to them, strategy emerges as a synthesis out of the process of intellectual churning of the two opposing perspectives. Different levels of Strategy Corporate Level Strategy : Overarching plan of action covers the various functions performed by different SBUs. Deals with objectives of the company, allocation of resources and coordination of the SBUs for optimal performance. SBU Level Strategy : Comprehensive plan providing objectives for SBUs, allocation of resources among functional areas, and coordination between them for making an optimal contribution to the achievement of corporate level objectives. Different levels of Strategy Functional Level Strategy : Restricted plan providing objectives for a specific function, allocation of resources among different operations within that functional area, and coordination between them for optimal contribution to the achievement of SBU and Corporate level objectives Other Levels Societal Strategy : Based on Mission statement, how the corporation relates itself to society in terms of a particular need or a set of needs that it strives to fulfill. Higher Level than Corporate Level Strategy Operations Level Strategy : Highly specific and narrowly defined area. Eg. Operations area of marketing could be sales, distribution, pricing, product and advertising. One step down the functional level The TVS Group Axles India Ltd. Southern Roadways TVS Auto Bangladesh Brakes India Ltd. Ltd. TVS Automobile Delphi - TVS Sundaram Auto Solutions Ltd. Firestone TVS Pvt. Ltd. Components Ltd. TVS Automotive Europe Sundaram Brake Ltd. India Japan Lighting Pvt. Ltd. Linings Ltd. TVS Automotive Ltd. Sundaram Dynacast TVS AutoServ India Motor Parts and Accessories Ltd. Pvt. Ltd. TVS Credit Services Ltd. Sundaram Fasteners India Nippon TVS Dynamic Global Electricals Ltd. Ltd. Freight Services Ltd. Sundaram Industries Irizar TVS Ltd. TVS Electronics Ltd. Ltd. Lucas-TVS Ltd. TVS Infrastructure Ltd. Sundaram Textiles Ltd. Lucas Indian Service TVS Interconnect Sundaram-Clayton Ltd. Ltd. Systems Ltd. Turbo Energy Ltd. Manufacturers TVS Motor Company Equipment and Supply TVS America Inc. TVS Sewing Needles Company TVS Srichakra Ltd. TVS Supply Chain TV Sundaram Iyengar ZF Electronics TVS Solutions & Sons Ltd. (India) Pvt. Ltd. Wheels India Ltd., etc…. Issues in Strategic Decision Making Criteria for Decision Making Maximizing Returns Satisfaction Incrementalism (continuous evolving) Rationality in Decision Making Criteria for consideration : Profit Maximization, Constraints under which decision maker operates, Bargaining process between different coalition groups in an organization Creativity in Decision Making Original and Different, Novel, Untried Achieve objectives in an exceptional manner Issues in Strategic Decision Making Variability in Decision Making : Different people reach different conclusions Person-related factors in Decision Making : Age, Education, Intelligence, Personal Values, Cognitive Styles, Risk-taking ability, Creativity Individual vs. Group Decision Making : Size of Organization and Complex nature of problem decides Schools of Thought on Strategy Formation The Prescriptive Schools 1. Design School : Process of Conception (late 1950s & 60s) 2. Planning School : Formal Process (1960s ; divided into substrategies and programs) 3. Positioning School : Analytical Process (1970s & 80s ; basis of an analysis of competition and the industry) Schools of Thought on Strategy Formation The Descriptive Schools 4. Entrepreneurial School : Visionary Process (1950s) 5. Cognitive School : Mental Process (1940s & 50s) 6. Learning School : Emergent Process (1950s - 90s) 7. Power School : Negotiation Process (1970s & 80s ; political and cooperative process/pattern) 8. Cultural School : Collective Process (1960s) 9. Environmental School : Reaction Process (late 1960s & 70s) Schools of Thought on Strategy Formation The Integrative School 10. Configuration School : Process of Transformation (1960s & 70s ; strategy is viewed in relation to a specific context and could correspond to any other 9 schools of thought) Definition Strategic Management is the dynamic process of formulation, implementation, evaluation and control of strategies to realize the organization’s strategic intent. Elements in Strategic Management Process A. Establishing the hierarchy of strategic intent 1. Creating and communicating a vision 2. Designing a mission statement 3. Defining the business 4. Adopting the business model 5. Setting objectives Elements in Strategic Management Process B. Formulation of Strategies 6. Performing environmental appraisal 7. Doing organizational appraisal 8. Formulating corporate - level strategies 9. Formulating business - level strategies 10. Undertaking strategic analysis 11. Exercising strategic choice 12. Preparing strategic plan Elements in Strategic Management Process C. Implementation of strategies 13. Activating strategies 14. Designing the structure, systems and processes 15. Managing behavioural implementation 16. Managing functional implementation 17. Operationalising strategies Elements in Strategic Management Process D. Performing strategic evaluation and control 18. Performing strategic evaluation 19. Exercising strategic control 20. Reformulating strategies Stakeholders in Business Individuals and Groups who can affect and are affected by, the strategic outcomes achieved and who have enforceable claims on a firm’s performance. Two-way relationship Stake holders provide support and contribute; Organization satisfies the expectations and legitimate claims Diversity of stakeholders’ expectations and claims which varies over period of time under different conditions. Stakeholders’ Analysis Not all stakeholders are equally important to organizations Power to influence strategy formulation Interest in the affairs of the organization Legitimacy they hold to affect the organization Limitation on the ability of an organization to satisfy its stakeholders. Not possible to satisfy all stakeholders equally; expectations and claims are at variance. Eg. Employees want higher wages; Customers want quality products at lower prices; Shareholders want higher returns on their investment. Stakeholders’ Analysis Identify the stakeholders Identify the stakeholders’ expectations, interests and concerns Identify the claims stakeholders are likely to make on the organization Identify the stakeholders who are most important from the organization’s perspective Identify the strategic challenges involved in managing the stakeholder relationship Stakeholders’ Analysis Mapping If there is significant effect and significant power with a particular stakeholder, then that stakeholder is more important to the organization. Engagement Tactics Process of fostering an effective relationship with the stakeholders is termed as stakeholders’ engagement. Higher profitability creates capability and flexibility for the organization in satisfying multiple stakeholders simultaneously. Specific departments (corporate communications / public relations) - in Large organizations Open, honest, transparent communication builds trust and fosters cooperation - success of engagement tactics Apart from this NGOs (dependent on grants and funds from external sources) need to have open communication, invite participation, provide feedback to donors to generate trust which is a long-term process Engagement Tactics Disseminating information on the website and through other traditional means such as newsletters, posters Participation in public events, exhibitions, Arrangement of corporate events such as seminars and conferences Digitization Strategic Intent Gary Hamel and CK Prahalad - 1989 - HBR Article Purposes the organization strives for / Ambition Also encompasses an active management process that includes : Focusing the organization’s attention on the essence of winning, Motivating people by communicating the value of the target, Leaving room for individual and team contributions, Sustaining enthusiasm by providing new operational definitions as circumstances change and Using intent consistently to guide resource allocations. Example Reliance Group Strategic Intent : Global leader by being low-cost provider Achieved by pursuit of scale, vertical integration and operational effectiveness Coca-Cola, strategic intent has been to put a Coke within “arm’s reach” of every consumer in the world. When (construction and mining equipment) Caterpillar threatened Komatsu in Japan, for example, Komatsu responded by first improving quality, then driving down costs, then cultivating export markets, and then underwriting new product development. Concepts Stretch : Misfit between resources and aspirations Leverage : Concentrating, Accumulating, Complementing, Conserving and Recovering Resources in such a manner that the meagre resource base is stretched to meet the aspirations that an organization dares to have Fit : Positioning the firm by matching its organizational resources to its environment Strategic Intent - Long Run Business Definition : Answers the questions raised by Peter F.Drucker What is our Business? What will it be? What should it be? Understanding business helps in formulation of vision and mission Vision : Forward looking view of what an organization wishes to become Mission : What an organization is and why it exists Business Model Strategic Intent - Medium & Short Run Goals Objectives Vision Description of something in the future (Kotter, 1990) Mental perception of the kind of environment an individual , or an organization, aspires to create within a broad time horizon and the underlying conditions for the actualization of this perception (El-Namaki, 1992) Examples Henry Ford wished to democratize the automobile when he visualized that an affordable vehicle must be available for the masses Walt Disney wanted to make people happy Jamshetji Tata dreamt of a self-reliant India in steel making Narayana Murthy wants to demonstrate that running a business is legally and ethically possible in India through entrepreneurship Mission Role that an organization plays in the society Refers to particular needs of the society Scope of business activities a firm pursues
Essential purpose of the organization, concerning
particularly why it is in existence, the nature of the business(es) it is in and the customers it seeks to serve and satisfy (Thompson, 1997) Purpose or reason for the organization’s existence (Hunger and Wheelen, 1999) Mission - Formulation Eicher Consultancy : 1991, born with a mission statement HCL : 1991, felt the need because of competition and a core management team set up Marico Industries : 1990, triggered by divestment, CEO outlined and a 3 day workshop of managers Ranbaxy Laboratories : 1993, competition and expansion for survival, CEO expressed in clear and definite terms Unit Trust of India : 1992, Corporate planning exercise Mission - Communication Equally important as Formulation Posted on multiple locations within organization Annual reports Posters / Plaques Employee manuals Company information kits Word-of-mouth publicity Seminars and workshops Newsletters Advertisements Reconsider and Reexamine to either change / discard and evolve a fresh statement when mission becomes unclear because of growth of the organization/market/technology Mission - Characteristics Feasible Precise Clear Motivating Distinctive Indicate major components of Strategy Indicate how Objectives are to be accomplished Defining Business Understanding business is vital Ideas generated while defining and understanding business can be used to frame vision and mission
Diversified Company can have a more accurate
business definition at the SBU Level If Acquisition, Growth and Diversification are linked through a business definition, results in synergy. Defining Business : Marketing & Customer Oriented Approach Dimensions of Business Definition (3 dimensional Who is being satisfied? model - Derek Customer Groups Abell) Customer groups (Who) Business Definition Customer functions (What) How are Alternate customer What is needs being being technologies satisfied? satisfied? (How) Alternate Customer Technologie Functions s Defining Business : Product / Service Orientation Company assesses the user’s perception of its product or service Examples HCL Ltd. Perceived computer not as a sophisticated machine but as an everyday durable commodity Bhadrachalam Paperboards Ltd. recognized paper as a product and not as a commodity - dealt directly with customers Pearl Polymers visualized using polyethylene terephthalate containers not just as an industrial product for storing oil but as containers for modern kitchen creating a huge market for its Pearl pet bottles and jars Business Model Representation of a firm’s underlying core logic and strategic choices for creating and capturing value within a value network Companies in same industry can rely on different models as a matter of strategic choice TCS - traditional fixed-price, fixed-time business model, where payments by clients are based on time related milestones Infosys and Wipro have a time and material business model where clients pay on an ongoing basis, depending on the amount of work done rather than the time elapsed. Goals and Objectives Goals : what an organization hopes to accomplish in a future period of time; Generalized Objectives are the ends that state specifically how the goals shall be achieved; Concrete and Specific Role of Objectives Define the Organization’s Relationship with the Environment Provide basis for Strategic Decision Making Helps Organization pursue its vision and mission Provide standards for Performance Appraisal Characteristics of Objectives Understandable Challenging Concrete and Specific Correlate with each Related to Time Frame other Measurable and Controllable Set within constraints Issues in Objective Setting Specificity Multiplicity (org. levels, importance, ends, functions and nature) Periodicity Verifiability / Measurable Reality (Official & Operative) Quality (Good : Provide direction and Basis for Evaluating Performance) What Objectives are set? According to Drucker Research (in Indian Market standing Context) Innovation Profit Productivity Marketing Physical and Financial Growth Resources Employees Profitability Social Responsibility Manager Performance and Development Customer expectations Worker Performance and and satisfaction Attitude Quality Public Responsibility Product Cost How Objectives are Formulated? Forces in the Environment Realities of Enterprise Resources and Internal Power Relationships Value System of the Top Executive Awareness by the Management Balance Scorecard Model Critical Success Factors Strategic Factors or Key factors for Success Rockart - 3 step procedure for determining CSFs Generate the success factors Refining CSFs into Objectives Identifying measures of performance Key Performance Indicators Measures or Metrics in terms of which the critical success factors are evaluated Benefits of KPI Define and Measure progress towards obj. Give a clear picture of what is important and what they need to do to accomplish obj. Motivate employees To gauge business trends Enable sophisticated IT based tools such as dashboards that show organization performance at a glance Benchmark performance with self and also with rivals Corporate Governance Governance of an organization that deals with the relationship of different stakeholders, particularly shareholders, directors on the board and managers Key aspects Transparency of corporate structures and operations The accountability of managers and the boards to share-holders Corporate responsibility towards employees, creditors, suppliers and local communities where the corporation operates Mechanisms used Effective Board of Directors Fostering transparency through disclosure of information Framing code of governance and committing the organization to its implementation Designing sound internal control systems Instituting effective auditing and evaluation systems within the organization Having proper risk management procedures Encouraging whistle-blowing policies within organization Designing fair compensation policies for managers Social Responsibility Strategic Planning provides answers to what an organization might or can do Personal values justify what an organization wants to do Social responsibility along with business ethics, tells what an organization ought to do Drivers of CSR in India Market based pressures and incentives Civil society pressures Regulatory environment in India 4 Models of CSR - India Gandhian Model : Voluntary commitment to public welfare based on ethical awareness of social needs Nehruvian Model : State-driven policies including state ownership and extensive regulation and administration Milton-Friedman Model : Corporate responsibility primarily focused on owner objectives Freeman Model : Stakeholder responsiveness which recognizes direct and indirect stakeholders’ interests Social Responsiveness Level of interest exhibited by an organization in discharging social responsibility Top management takes decisions regarding Choice of social concerns to be addressed Scope of social responsibility activities Resource allocation to social responsibility programs Align Social Responsiveness with Strategic Management All phases (Strategic intent, formulation, implementation and evaluation) will be affected by social responsiveness Social Responsibility Environmental Appraisal : Help forecast social concerns and issues Organizational Appraisal : Assist in assessing corporate competencies available for tackling social problems & in setting priorities for social responsiveness