MGMT4210 2

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  1. vision, mission and values?
    • V - what we ultimately want to accomplish
    • M - what we do to achieve vision
    • V - what are the guidelines we adhere to when executing the mission
  2. vision/mission: product-oriented VS market-oriented?(OR customer-oriented)
    • product-oriented: business defined in terms of pdt/service offered
    • market-oriented: business defined in the needs it serves
  3. vision/mission: product-oriented VS market-oriented - example
    • product-oriented: railway company CSX
    • market-oriented: google
  4. vision/mission: product-oriented VS market-oriented - effect?
    • product-oriented: rigidity>product may not be relevant anymore
    • market-oriented: more flexible, open possibilities on how to serve the need
  5. why do VMV matter
    • inspire and motivate employees
    • provide share guide for actions
    • ensure proper matching of people sharing the same values
  6. caution for VMV - meaningless unless ...;, bad example is...; ... signal seriousness about abiding by the values
    • walk the talk
    • Enron
    • costly and irreversible strategic committment
  7. comparing different levels of strategy - corporate, Business and functional
    • corporate: where to compete
    • Business : how to compete
    • functional: how to implement business strategy
  8. the 2 process achetypes
    • top down formulated strategy
    • bottom up emergent behavior
  9. top down formulated strategy - features and examples
    • deliberate planning at the top;
    • socialist economic plans
  10. bottom up emergent behavior- features and examples
    • uncoordinated, independent lower level actors, responding to incentives
    • market, internal corporate resource allocation process
  11. 3 types of strategic processes
    • top down strategic planning
    • top down scenario planning
    • strategy as planned emergence
  12. strategy as planned emergence?
    org. structures and sys allow bottom up strategic initiatives to emerge nd evaluated by top leaders
  13. top down strategic planning - features
    • simple and linear
    • concentrated at CEO
    • directives flowing down corp hierarchy
  14. top down strategic planning - successful and fail example
    • Apply
    • JC Penny
  15. top down scenario planning - example
    • oil production linked to oil price
    • production linked to exchange rate
  16. emergent strategy - successful example
    Google and Starbucks Frappucino
  17. Successful ideas can be stymied by lack of upper level support - examples
    • production plant in China
    • Google social network
  18. support for individual initiatives
    • permission to exercise initiative
    • incentive and encouragement
    • space and resources for initiatives
    • willingness of corporate centre to hear out ideas
    • ability to prioritize ideas
  19. Resource allocation process: typically as a function of .....; often a point of ....; powerful tool for shaping.... as well as for....; however RAP can be a trap due to disruptive innovations because ...
    • some objective
    • political contention
    • shaping incentives of subunits and managers
    • strategic adaptation
    • disruptive tech usually start from low margin, hence easily overlooked
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MGMT4210 2
2016-03-08 16:24:51

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