Chap002
-
Upload
faytechhawkinss -
Category
Documents
-
view
651 -
download
1
description
Transcript of Chap002
![Page 1: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/1.jpg)
CHAPTER 2CHAPTER 2
Leadership and the Leadership and the Strategic Strategic
Management Management ProcessProcess
McGraw-Hill/Irwin Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved.
![Page 2: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/2.jpg)
The Strategic Management ProcessThe Strategic Management Process
2-2
![Page 3: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/3.jpg)
Factors Shaping Strategic Factors Shaping Strategic DecisionsDecisions
External Considerations What are the industry’s economic characteristics? How strong are the competitive forces at play? What forces are driving change in the industry? What market positions do rivals occupy and what moves are they likely to make next? What are the key factors for future competitive success? What are the companies external opportunities?
2-3
![Page 4: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/4.jpg)
Factors Shaping DecisionsFactors Shaping Decisions
Internal Considerations How well is the present strategy working?How well is the present strategy working?
What are the company’s competitivelyWhat are the company’s competitively valuable resources, capabilities, and internalvaluable resources, capabilities, and internal weaknesses?weaknesses?
Are the company’s prices and costsAre the company’s prices and costs competitive?competitive?
Is the company competitively stronger orIs the company competitively stronger or weaker than key rivals?weaker than key rivals?
2-4
![Page 5: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/5.jpg)
Stage 1: Developing a Strategic Vision
Top management’s views about the company’s direction and future product-customer-market-technology focus
Provides a panoramic view of “where we are going”
Is distinctive and specific to a particular organizationAvoids use of generic
language that is dull and that could apply to most any company
2-5
![Page 6: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/6.jpg)
Characteristics of Effectively Worded Vision Statements
Graphic—Paints a picture of the kind of company that management is trying to create
Directional—Is forward looking Focused—Is specific enough to
provide guidance in decision making
Flexible—Is not so focused that it makes it difficult to adjust to change
2-6
![Page 7: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/7.jpg)
Characteristics of Effectively Worded Vision Statements
Feasible—Is within the real of what is possible
Desirable—Indicates why the directional path makes sense
Easy to Communicate—Can be explained in simple terms
2-7
![Page 8: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/8.jpg)
Examples of Vision StatementsExamples of Vision Statements
Provide a global trading platformwhere practically anyone can tradepractically anything.
To extend our position as the most trusted Linux and open source provider. …through a complete range of enterprise software, a powerful Internet platform, and associated support and services.
To be the global leader in customervalue.
2-8
![Page 9: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/9.jpg)
Strategic Vision vs. Mission
A strategic vision concerns a firm’s future business path - “wherewe are going” Markets to be pursued Future
product/market/customer/technology focus
The mission statement of a firm focuses on its present business purpose - “who we are and what we do” Current product and
service offerings Customer needs
being served
2-9
![Page 10: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/10.jpg)
Examples of a Mission StatementsExamples of a Mission Statements
Give customers the best food and beverage values…provide information for informed buying decisions. We provide these with a dedication to the highest quality of customer satisfaction … with a sense of warmth, friendliness, fun, individual pride, and company spirit.
2-10
![Page 11: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/11.jpg)
Examples of a Mission Examples of a Mission StatementsStatements
To help people and businesses throughout the world realize their full potential.
To organize the world’s information and make it universally accessibleand useful.
2-11
![Page 12: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/12.jpg)
An engaging, inspirational visionChallenges and motivates workforceArticulates a compelling case for
where company is headedEvokes positive support and
excitementArouses a committed organizational
effort to move in a common direction
Communicating the Strategic Communicating the Strategic VisionVision
2-12
![Page 13: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/13.jpg)
1. Crystallizes a firm’s long-term direction
2. Reduces risk of rudderless decision-making
3. Encourages employees to make the vision a reality
4. Keeps common path for strategy-related actions
5. Prepares firm for the future
Benefits of a Clear Strategic Benefits of a Clear Strategic VisionVision
2-13
![Page 14: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/14.jpg)
Strategic Inflection PointsStrategic Inflection Points
A change in vision is required when it becomes evident to management that the industry has changed in a significant way that renders its current vision obsolete
2-14
![Page 15: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/15.jpg)
Stage 2: Setting Objectives
Purpose of setting objectivesConverts vision into specific performance
targetsCreates yardsticks to track performance
Well-stated objectives areQuantifiableMeasurableContain a deadline for achievement
2-15
![Page 16: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/16.jpg)
Achieving good financial performance is not enough Current financial results are “lagging
indicators” reflecting results of past decisions and actions
Good strategic performance is thus a “leading indicator” of a company’s capability to deliver improved future financial performance
The Need for a Balanced ScorecardThe Need for a Balanced Scorecard
2-16
![Page 17: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/17.jpg)
Balanced Scorecard ObjectivesBalanced Scorecard Objectives
A Balanced Scorecard performance measurement system strikes a balance between:
Strategic ObjectivesRelated to firm’s marketing standing and competitive vitality
Financial Objectives Related to managements targets for financial performance
2-17
![Page 18: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/18.jpg)
Examples of Financial Examples of Financial ObjectivesObjectives
X % increase in annual revenues
X % increase annually in after-tax profits
Profit margins of X % X % return on capital
employed (ROCE) Sufficient internal cash
flows to fund 100% of new capital investment
2-18
![Page 19: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/19.jpg)
Winning an X % market share Achieving a customer retention rate of X % Acquire X number of new customers Reduce product defects to X % Introduction of X number of new products in
the next three years Increase employee training to X hours/year Reduce turnover to X % per year
Examples of Strategic Examples of Strategic ObjectivesObjectives
2-19
![Page 20: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/20.jpg)
Examples of Company ObjectivesExamples of Company Objectives
General Motors Reduce the percentage of automobiles using
internal combustion engines through the development of hybrids, range-extended electric vehicles, and hydrogen fuel cell electric engines.
Reduce automotive structural costs to benchmark levels of 23% of revenue by 2012 from 34% in 2005.
Reduce annual U.S. labor costs by an additional $5 billion by 2011.
2-20
![Page 21: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/21.jpg)
Examples of Company ObjectivesExamples of Company Objectives
The Home Depot Be the number one destination for professional
contractors. Improve in-stock positions so customers can find
and buy exactly what they need. Deliver differentiated customer service and the
know-how that our customers have come to expect. Repurchase $22.5 billion of outstanding shares
during 2008. Open 55 new store locations with 5 store
relocations in 2008.
2-21
![Page 22: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/22.jpg)
Short-Term vs.Long-Term Objectives
Short-term objectivesTargets to be achieved soon
Milestones or stair steps for reaching long-range performance
Long-term objectivesTargets to be achieved within 3 to 5
years
2-22
![Page 23: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/23.jpg)
Objectives Are Needed at All Levels
1. First, set business-level objectives
2. Next, establish functional-area objectives
3. Then, operating-level objectives are established last
2-23
![Page 24: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/24.jpg)
Stage 3: Crafting a Strategy
A firm’s strategy is a collection of initiatives undertaken by managers at all levelsin the organizational hierarchy
Pieces of strategy should fit together like the pieces of a puzzle
2-24
![Page 25: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/25.jpg)
Strategy-Making Hierarchy for a Strategy-Making Hierarchy for a Single Business CompanySingle Business Company
2-25
![Page 26: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/26.jpg)
The Strategy Making Process
Crafting strategy is a collaborative team effortInvolves managers from various levels
of the organizationIs rarely something only high-level
executives engage in
2-26
![Page 27: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/27.jpg)
Corporate Strategy vs. Business Corporate Strategy vs. Business StrategyStrategy
Corporate strategy ensures consistency in strategic approach among businesses of a diversified, multi-business corporation
Business strategy is primarily concerned with strengthening the company's market position and building competitive advantage in a single business
2-27
![Page 28: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/28.jpg)
Stage 4: Implementing and Executing Strategy
Operations-oriented activity aimed at performing core business activities in a strategy-supportive manner
Necessitates an ongoing analysis of the efficiency and effectiveness of internal activities to further improve business processes.
2-28
![Page 29: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/29.jpg)
Staffing the organization to provide needed expertise
Allocating resources to strategy-critical activities
Establishing strategy-supportive policies
What Does Strategy Implementation Involve?
Installing information, communication, and operating systems
2-29
![Page 30: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/30.jpg)
Pushing for continuous improvement in how value-creating activities are performed
Tying rewards to achievement of results Creating a strategy-supportive
corporate culture Exerting the leadership necessary to
drive the process forward and keep improving
What Does Strategy Implementation Involve?
2-30
![Page 31: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/31.jpg)
Stage 5: Evaluating Performance Stage 5: Evaluating Performance and Making Corrective Adjustmentand Making Corrective Adjustment
Triggering a need for change as needed:
Monitoring new developmentsEvaluating the company’s progressMaking corrective adjustments
A company’s vision, objectives, strategy, and approach to strategy execution are never final
Managing strategy is an ongoing process, not an every-now-and-then task
2-31
![Page 32: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/32.jpg)
Leading the Strategic Management Process
The Strategic Management Processcalls for 6 managerial actions
1. Making sure the company has a good strategic plan
2. Stay on top of what is happening (MBWA)
3. Putting constructive pressure on organizational units to achieve good results
2-32
![Page 33: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/33.jpg)
Leading the Strategic Management Leading the Strategic Management ProcessProcess
4. Pushing corrective actions to improve both the company’s strategy and how well it is being executed
5. Leading the development of better competitive capabilities
6. Displaying ethical integrity and leading social responsibility initiatives
2-33
![Page 34: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/34.jpg)
Making Sure a Company Has a Good Making Sure a Company Has a Good Strategic PlanStrategic Plan
Responsibility of CEO Effectively communicate the
vision, objectives and major strategy components
Exercise due diligence in reviewing lower-level strategies for consistency with higher-level strategies
2-34
![Page 35: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/35.jpg)
Stay connected to the field by managing by walking around (MBWA)
Insist that top-managers spend time in the trenches to exchange information and ideas through face-to-face contact with employees
Prevents overly abstract thinking and getting disconnected with reality of what’s happening
Staying on Top of How Well Things Staying on Top of How Well Things are Goingare Going
2-35
![Page 36: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/36.jpg)
Pushing for Good Results and Operating Excellence
Fosters a results–oriented, high performance cultureTreat employees with dignity and respectEncourage employees to use initiative and
creativity in performing their workSet stretch objectives and clearly
communicate expectationsFocus attention on continuous improvementReward high performanceCelebrate successes
2-36
![Page 37: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/37.jpg)
Initiating Corrective Actions to Improve Strategy and Executionmprove Strategy and Execution
The leadership challenge of making corrective adjustments is twofold: deciding when adjustments are needed deciding what adjustments to make
Leader’s responsibility to step forward and push corrective actions.
2-37
![Page 38: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/38.jpg)
LLeadingeading the Development of Better the Development of Better Competitive CapabilitiesCompetitive Capabilities
Lead efforts to strengthen existing competitive capabilities
Anticipate changes in customer-market requirements
Proactively build new competencies and capabilities that hold promise for building an enduring competitive edge
2-38
![Page 39: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/39.jpg)
Displaying Ethical IntegrityDisplaying Ethical Integrity
The CEO and other senior executives must set an excellent example in their own ethical behavior
Top management must declare unequivocal support of the company’s ethical code
Top management must be prepared to act swiftly and decisively in punishing ethical misconduct
2-39
![Page 40: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/40.jpg)
Leading Social ResponsibilityLeading Social Responsibility
The strength of management commitment determines whether a company will implement and execute a full-fledged strategy of social responsibility: that protects the environment actively participates in community affairs supports charitable causessupports workforce diversity and the overall
well-being of employees
2-40
![Page 41: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/41.jpg)
Strategic Leadership: The Role of a Strategic Leadership: The Role of a Board of DirectorsBoard of Directors
Oversee a company’s financial accounting and reporting practices
Be inquiring critics and oversee the company’s direction, strategy, and business approaches
Evaluate the caliber of senior executives’ strategy-making and strategy-executing skills
Institute a compensation plan for top executives that rewards them for actions and results that serve shareholder interests
2-41
![Page 42: Chap002](https://reader033.fdocuments.in/reader033/viewer/2022061110/5451d2d6af7959b5648b911b/html5/thumbnails/42.jpg)
Strong Boards Lead to Good Strong Boards Lead to Good Corporate GovernanceCorporate Governance
Well-informed on the company’s performance Guide and judge the CEO and other top
executives Curb management actions they believe are
inappropriate or unduly risky Certify to shareholders that the CEO is doing
what the board expects Provide insight and advice to management Debate the pros and cons of key decisions and
actions
2-42