Strategy Trajectory Arash Najmaei Final Revised

Strategic Intelligence trajectory

Acknowledgment

I thankfully appreciate all efforts of Dr. David Yong who gave me this opportunity to share some interesting knowledge on strategic management with my friends

Introduction

Arash Najmaei  http://arash.managment.blogspot.com  [email protected]

Strategic management or management of strategy

The process of creating competitive advantage and sustain it by developing and implementing strategies over time

Strategic management evolution The evolution of strategic management can be discussed from two different approaches.

3.Historical 4.Intellectual or mindset

Historical analysis 1. Pol Herrmann ,Journal of

Management Reviews 2005

4. Domanec Mele and Manuel

Guillen University of Navarra, Spain 2006

Preface This presentation aims to provide a brief insight into recent intellectual evolution of strategic management through an overview on strategic thinking of four big strategists.

Synopsis

 The brief view of strategic mindset of four

business gurus. 2. Michael porter (HBS) 3. Gary Hamel ( HBS) 4. Kenichi Ohmae ( McKinsey) 5. Tom Peters Other contributors: Wernerfelt , Montgomery and C.K Prahalad ( Michigan, Harvard and Chicago )

Michael Porter

2. Strategic positioning 3. Cluster analysis 4. Five forces

HBS

5. Generic strategies 6. Value chain 7. Diamond model 8. Outside-in perspective and inside-out perspective

Gary Hamel LBS and HBS

2. Strategic intent 3. Core competencies 4. Strategic resiliency 5. Managing innovation 6. Strategy as revolution

Kenichi Ohmae Japanese strategist- mr.strategy

3. 3Cs model 4. Global strategic alliance 5. Borderless world 6. Invisible continent

Strategic paradox  Porter believes that, Japanese companies

don’t follow specific strategy but in contrast that focus of operational effectiveness  Hamel argues that, Japanese companies

have strong strategic intent rather in lieu of specific strategy  Ohmae says that, Japanese companies

are more strategized companies in the worlds by focusing of improvementbased strategies

Tom Peters strategic leadership

1. Search for excellence 2. Operational excellence 3. Technical excellence 4. Innovational excellence

STRATEGIC INTELLIGENCE

The nature of strategy What is Strategy?

Strategy Strategic positioning versus operational efficiency

Strategic Resiliency

3 Generic Business strategies

Strategy as Revoluti on

Conventional Paradigm of SM 1. Environmental scanning ( internal and

2. 3. 4. 5. 6. 7.

external, ,Resources and core competencies) Strategy ( operational level, business level and corporate level) Strategic Responses: Growth, Stability and Retrenchment Internationalization and globalization Corporate competitive governance and CSR Strategic leadership Strategic entrepreneurship

Intellectual Evolution of SM Strategic Revolution: Strategic Intent 1989

Management Two main Analytical views

Resource-Based View

Product-Based View

Wernerfelt 1984 Montgomery 1988 Ohmae’s 3Cs model Knowledge-Based View Strategic Knowledge Management system

Integrated universal mindset Ohmae, Tom peters and C.K Prahalad

Managing Innovation (Hamel) Search for excellence (Tom Peters)

Porter 5Fs 1982

Innovation and creativity (product value addition)

Discussion

Thank you for your attention Q&A