analisi strategica - elaborazione del progetto strategico · first solar amazon hindustan unilever...
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Vicenza, A.A. 2011 - 2012
Modelli e metodologie per l’Analisi Strategica
GD
R S
trat
egia
Elaborazione del Progetto Strategico 1° Parte
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Scheme
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VISION
ANALYSIS
STRATEGIC PROJECT
IMPLEMENTATIONAND
CONTROL
STRATEGICDESIGN
result of vision and strategic project
interaction.
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Strategic Design Vs Business Plan
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= operating instrument used to handle and shape over time the competitive structure.The essence of strategic design is: giving direction to the dynamics of competitive structure and being able to control it over time.
STRATEGIC DESIGN BUSINESS PLAN
= instrument used to evaluate the economic and financial profile of an investment project or of a lasting economic initiative.
Vs
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Vision
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VISION
ANALYSIS
STRATEGIC PROJECT
IMPLEMENTATIONAND
CONTROL
STRATEGICDESIGN
result of vision and strategic planning
interaction.
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Competitive Vision
The competitive vision is the “macro” competitive
goal that an organization wants to achieve along a
specific timeframe. It has implications in terms of
value.
Value = Enterprise value
V0 =R
ke
It is the link between the analysis and the strategic
planning process.
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The Vision Statement
Competitive vision statements can vary a lot,
depending on the organization’s specific philosophy
and culture.
The vision statement is the communicative
espression of the vision, it provides the insight into
the aspiration of the organization.
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We believe an organization will stand out
only if it is willing to take on seemingly impossible tasks. (...). Those who set
out to do what others say cannot be done
are the ones who make the discoveries, produce the inventions, and move the
world ahead.
Thomas J. Watson Jr., Chairman of IBM, 1962.
Vision - Philosophical
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“Affordable solutions for
better living.”
Vision - Philosophical
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Vision - Aspirational
We choose to go to the moon. We choose
to go to the moon in this decade and
do the other things, not because they are easy, but because they are hard, because
that goal will serve to organize and measure the best of our energies and skills, because that challenge is one
that we are willing to accept, one we are unwilling to postpone, and one which we intend to win, and the others, too.
John F. Kennedy, "Moon Speech", Rice Stadium, Houston, Texas, Sept
12, 1962
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"To bring inspiration and innovation to every
athlete* in the world"
* If you have a body, you are an athlete.
Vision - Aspirational
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Vision - Competitive
“Toyota will lead the way to the future of mobility, enriching lives around the world
with the safest and most responsible ways of moving people. Through our
commitment to quality, constant innovation
and respect for the planet, we aim to exceed expectations and be rewarded with a
smile. We will meet challenging goals by
engaging the talent and passion of people, who believe there is always a better
way.”
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"McDonald's vision is to be the world's best quick
service restaurant experience. Being the best means
providing outstanding quality, service, cleanliness, and
value, so that we make every customer in every
restaurant smile."
Vision - Competitive
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Vision - Pragmatic
Our vision serves as the framework for our Roadmap
and guides every aspect of our business by describing what we need to accomplish in order to continue
achieving sustainable, quality growth.
People: Be a great place to work where people are inspired to be the best they can be.Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs.Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities.Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.Productivity: Be a highly effective, lean and fast-moving organization.
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"Through all of our products, services and
relationships, we will add to life's enjoyment.
Enrich and entertain a global audience.
Deliver superior returns to our shareholders."
Vision - Pragmatic
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Vision - Iconic
Imagine how tennis will be played 75 years from now.In 2083.
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Because it affects each and every strategic
behavior, choice, or action: it defines the pathway of
the company’s strategic behavior.
Why is the Competitive Vision Important?
No Vision? => inertial and unaware competitive
goals’ definition process
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Where Does the Competitive Vision Come from?
ANALYSIS(general assumptions)
EMBRYONIC COMPETITIVE
VISION
VISION
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The embryonic competitive vision is an early form
of strategic vision, arising from past experiences,
organizational ideologies and the beliefs of
individual managers.
The Embryonic Competitive Vision
It is composed by:
1. the basic cultural orientation;
2. the implicit vision of the future;
3. the competitive philosphy.
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The Embryonic Competitive Vision: Ingredients
BASIC CULTURAL ORIENTATION
IMPLICIT VISION OF THE FUTURE
COMPETITIVEPHILOSOPHY
EMBRYONIC COMPETITIVE VISION
Values rooted in the key players (core ideology), related to the role and purpose of the company (role of profit, growth orientation, etc.), the scope of company’s operations (diversified,
focused, etc), the management philosophy (leadership style, organizational culture, etc)
Expectations regarding the future (not limited to the company’s future)
Attitude regarding competition: how to govern competition? (aggressively or conservatively,
focusing on a country or dealing with globalization, attitude towards risk, etc.)
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The Embryonic Competitive Vision: Example
BASIC CULTURAL ORIENTATION
IMPLICIT VISION OF THE FUTURE
COMPETITIVEPHILOSOPHY
A B
Thanks to tablets and cloud computing in 10y contents will be totally
dematerialized
Newspapers and books won’t be replaced by
digital contents, especially in some areas
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Along the analytical process the embryonic competitive
vision can change a lot from its initial embryonic form, due to
the results of the analysis, the experiences, the behaviors of
people, etc.
It is therefore important to evaluate the level of consistency
between the embryonic vision and the one that results at the
end of the process.
In fact, the lack of consistency introduces, coeteris paribus,
higher risks for the implementation of the startegic project.
Consistency Check
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ANALYSIS,EXPERIENCES,
BEHAVIORS
EMBRYONIC COMPETITIVE
VISION
COMPETITIVEVISION
CHECKOF
CONSISTENCY
From Embryonic to “Grown-Up”
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The Competitive Vision: a Matter of Balance
VISION
LEVEL OF “AMBITION”
INNOVATIONAPPROACH
LOW - MEDIUM - HIGH LOW - MEDIUM - HIGH
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The Competitive VisionLE
VE
L O
F “A
MB
ITIO
N”
INNOVATION APPROACH
High
Low
Medium
HighLow Medium
V0 =R
ke
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The Competitive Vision: Polar CategoriesLE
VE
L O
F “A
MB
ITIO
N”
INNOVATION APPROACH
High
Low
Medium
HighLow Medium
REACTIONARY
DISRUPTIVE
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The Link Between Competitive Vision and Innovation
Even the most “reactionary” vision brings about
something novel within the company: strategic goals,
management philosophy, attitude towards competition,
etc.
Therefore, whatever competit ive
vision, it deals with innovation
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What is Innovation
is the noun form of innovare, stemming from
in + novusInnovatus
Innovation is a PROCESS that leads INTO NEW
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What Does New Mean
BETTER
Adding on a SUBSTAINTIAL POSITIVE CHANGE in PRODUCTS/SERVICES, PROCESSES,
TECHNOLOGIES, IDEAS, SOCIAL RELATIONS
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More and More Interdependent
SOCIAL RELATIONS
IDEAS
TECH
PROCESSESPRODUCTSSERVICES
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What is Innovation Today
Innovation occurs when corporations open up to new influences and enter into a dialogue with
diverse stakeholders in their surrounding
environment – including competitors and consumers.
Chesbrough, H. W.: Open Innovation. The New Imperative for Creating and Profiting from Technology, 2003
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Most Innovative Companies (Rankings)
Innovation All-Stars - Fast Company
Most Innovative Companies - BusinessWeek
World’s Most Innovative Companies - Forbes
Global 1000 Top Innovators - Booz & Company
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Facebook Apple Salesforces.com Apple
Amazon Google Amazon Google
Apple Microsoft Intuitive Surgical 3M
Google IBM Tencent Holdings GE
Huawei Toyota Apple Toyota
First Solar Amazon Hindustan Unilever Microsoft
PG&E LG Electronics Google P&G
Novartis BYD Natura Cosmeticos IBM
Walmart GE Bharat Heavy Electricals Samsung
HP Sony Monsanto Intel
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Most Innovative Companies (Taxonomy)
Tyros, young companies (start-ups) built around “eccentric” new business models. Growing rapidly, refining the business model. Serendipity domain (vs. systematic innovation). Talented founder. Game-changing strategies. A test history suggests many of them will fail ...
G. Hamel “Who Is Really Innovative?”, MLab, November 2010
Nobel Laureates: consistently innovative, albeit in a narrow, technologically oriented, sphere. They spend billions each year on R&D, and dominate the rankings of most patents won. If you want to learn something about maximizing R&D productivity or managing a patent portfolio, the laureates have plenty to teach.
Artistes: companies that are in the creativity business—innovation is their product. Everything about these firms—the way they hire, develop talent, manage workflows and organize their workspaces—has been designed to incite lateral leaps of genius.
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Most Innovative Companies (Taxonomy)
Cyborgs are able to achieve super-human feats of innovation. These companies have been built around principles like freedom, meritocracy, transparency and experimentation. They are endlessly inventive (and innovative in all kind of ways) and strategically flexible. Their visionary leaders haven’t allowed themselves to become hostage to one particular strategy.
G. Hamel “Who Is Really Innovative?”, MLab, November 2010
Born Again: companies that have experienced deep crisis, but were able to reorder their priorities and reassess their lifelong habits. At P&G, A.G. Lafley, who stepped down as chairman in 2010, launched a major initiative aimed at opening up the company’s innovation pipeline to ideas from across the world.
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What Do These Companies Have in Common?
A pro-innovation design (or re-design) of the company’s management process:
- the way it plans
- budgets
- allocates resources
- hires
- measures performance
- and compensates.
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Does Innovation Payoff?
Source: Business Week & BCG, The Most Innovative Companies, 2006
+3.4% annual profit
margin growth vs. 0.4% S&P
1200
+14.3% annual stock
return = +3pp better
than the S&P 1200
1995
2005
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Does Innovation Payoff?
Source: JARUZELSKI, B and DEHOFF, D. “How the Top Innovators Keep Winning”, Booz & Company, 2010
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Let’s See It in Another Way, Then: What is the Payoff if Your Company Does Not Innovate?
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Let’s See It in Another Way, Then: What is the Payoff if Your Country Does Not Innovate?
A further imperative driving business-model innovation is the rebalancing of the global economy (...). Companies wishing to expand their business to the rising emerging economies will find that the business models that succeeded in the already-developed economies will not succeed in these new markets.
In turn, the rise of multinational companies from the BRIC economies that successfully enter the advanced economy markets in the West with new and different business models will further advance this trend. - Henry Chesbrough
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What Major Barriers to Innovation? (1/2)
• Not enough good idea• Lack of customer involvement• Lack of senior management support• Weak process to select good ideas• Development time too long • Risk-averse culture• Lack of coordination• Weak Marketing and Communication• Lack of funding
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Your Company is Good At ... (1/2)
• Generating ideas inside• Generating ideas outside• Cross-pollinating ideas inside• Selecting promising ideas• Developing ideas into products/services• Diffusing proven ideas across the company
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Your Company is Good At ... (2/2)
Source: Julian Birkinshaw, Cyril Bouquet and J.-L. Barsoux “5 Myths of Innovation”, Sloan Management Review, Winter, 2010
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From Myth to Reality
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Source: Charles Leadbeater, Leading Innovation
Myth RealityFlash of insight Comes from immersionIndividualistic Collaborative Invention Mostly developmentOriginality BorrowingLook to the future Look sideways and backwardsInternal R&D Networked, open innovationProduct pipeline Consumers as innovators
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A Mix of Art and Science
D. Edwards, Creativity in the Post Google Generation, 2008.
ART SCIENCE
Contemporary creators achieve breakthroughs in the arts and sciences by developing their ideas in an intermediate zone of human creativity where neither art nor
science is easily defined.
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Open, Networked, Lateral
Communication skills, cross-disciplinary management, aesthetic skills and an
understanding of the social and cultural processes in an organisation are as important to
stimulating innovation as technological breakthroughs or market power
Pott, J. and Morrison, K., Journal of Cultural Economy, 2008
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A Great Partner: the Internet
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Business leaders should play a significant role in the spread of the Internet
and systematically review how the Internet allows them to innovate more aggressively and even reinvent their
business models to boost growth, performance, and
productivity.In particular, businesses should constantly try to identify up-and-coming Internet trends such as distributed co-creation and networks. The Internet is also spawning innovative business models such as innovation from the bottom of the pyramid.
Source: McKinsey Global Institute, “Internet matters: The Net’s sweeping impact on growth, jobs, and prosperity”, 2011
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How to Innovate
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1.From the Outside-In
2.Involve Clients (Stakeholders)3.Encourage Diverse Thinking
4.Accept Failure5.Set Time&Money Aside6.Don’t Be Afraid to Ask Questions
7.Fall in Love with Execution8.Be Ready to Fight
9.Focus10.Engage Early Adopters
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1. From the Outside-In
• Companies are not self-sufficient• An Ecosystem drives innovation
• Universities• Companies• Government (esp. in case of technology driven innovation)
“Ideas that transform industries almost never come from inside those industries.” - Gary Hamel
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3. Encourage Diverse Thinking
“If I had asked people what they wanted, they would have said faster horses”. Henry Ford
One of the most difficult tasks for innovators is to learn how to unlearn the legacy business models they have perfected.
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4. Accept Failure
1962, Mc Donald’s Hula Burger.
Founder Ray Kroc tested this cheese-topped grilled pineapple (for people who avoided eating meat on Fridays). A FLOP.
The company learned meatless didn’t have to mean wacky, and the next year a franchise owner came up with a tastier alternative for hamburger-free Fridays: the Filet-O-Fish, now a McDonald’s classic.
1957, Ford Edsel.
An overhyped, oversized, and overpriced car. The Edsel never gained popularity and sold poorly, and its name has since become synonymous with failure.
Ford lost millions of dollars on the Edsel's development, manufacture, and marketing. Ford continued to do its research and tuned into customers’ call for stylish affordability, launching the legendary Ford Mustang in 1964.
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7. Fall in Love with Execution
Most innovation efforts fail not because of a lack of bright ideas, but because of a
lack of careful and thoughtful follow-up.