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MBA Corporate Strategy: Strategic Implementation
MBA Corporate Strategy: Strategic Implementation
STRATEGY
© DR ADRIAN KUAH 2010
STRATEGIC ANALYSIS
MODEL
External Internal
appraisal appraisal
BASIC DESIGN SCHOOL MODEL
Threats & Strengths &
opportunities weaknesses
in environment of organization
Key success Distinctive
factors competences
Creation
of
Soc strategy
i erial
resp al Manag
ons
ibili values
ty
Evaluation
and choice
of strategy
Implementation
of strategy
IMPLEMENTATION
Three important questions
Organisation
Staff
Leadership
Control
(slide 7)
MBA
CORPORATE Strategic Planning
STRATEGY
STRATEGIC PLANNING
Planning is analysing a situation determining the goals
that will be pursued in the future and deciding in advance
what actions will be taken to achieve these goals
Me i v e s
s
Tar res
ive
financially, how
Ini s
as u
t
g et
ti at
jec
should we
Ob
appear to our
shareholders?”
Me i v e s
Me ives
Vision
s
s
Tar res
Tar res
ive
ive
Ini s
Ini s
as u
t
t
asu
get
g et
tiat
jec
t i at
j ec
Ob
Ob
s
Tar res
ive
vision, how
Ini s
as u
t
g et
t i at
jec
will we sustain
Ob
our ability to
change and
improve?”
Source: Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business
Review (January-February 1996): 76. Reprinted with permission. © DR ADRIAN KUAH 2008
BALANCED SCORECARD
•Financial perspective - The effect of strategy on the bottom
line (eps, ROCE, value added)
Measurement.
Nature of
Goals and Static low uncertainty less information
Environment decentralised organisation
Yes
Dynamic high uncertainty more information
Complex
mixed decentralised (lateral relations
(can we segment
the environment?)
Static low uncertainty less information
functional organisation
No
Dynamic high uncertainty more information
mixed functional (lateral relations)
THE FIVE PHASES OF GROWTH
Large
5: Crisis of ?
Evolution stages
Revolution stages 4: Crisis of
RED TAPE
3: Crisis of
CONTROL 5: Growth through
Size of COLLABORATION
organization 2: Crisis of 4: Growth through
AUTONOMY COORDINATION
3: Growth through
1: Crisis of DELEGATION
LEADERSHIP
2: Growth through
DIRECTION
1: Growth through
Small CREATIVITY
Young Mature
Age of organization