crafting strategy

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CRAFTING STRATEGY PRESENTED BY: NGUYEN MINH TUAN NGUYEN VO HUY BAO Henry Mintzberg

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Crafting strategyPresented by:Nguyen Minh TuanNguyen vo huy baoHenry Mintzberg

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1. Strategy from mintzbergs View

2. Crafting strategy - Mintzbergs theory3. Take away

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strategyPlanningReasonControlAnalysisStability

CraftingLearningHarmonyLearningChange

Imagining someone planning strategy.Now imagining someone crafting strategy

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strategyThe crafting image better captures the process by which effective strategies come to beManagers are craftsmen and strategy is their clay

ManagersStrategy

Planning strategy draws the wrong picture as to how strategy comes about. Instead, strategies are usually crafted using skill and dedication until the strategy is perfect. This is Mintzberg underlying statement for his studyIntroduce Minztbergs philosophy about his thesis (by comparing the experiences of a single craftsman, potter to the .)Describe potters work.Given conclusion: managers are craftsmen & .We will explore this metaphor by looking how strategies get shaped as opposed to how they are supposed to get shaped4

Strategies are both plans for the future & patterns form the pastPeoples thoughts of Strategya plan or explicit guide to future behavior.Peoples acts of Strategy:consistency of past behavior a pattern in action over time.PLANPATTERN

He first points out that strategy is as much of a plan as it is a reflection of the past and finding patterns (courses of actions) in the organization- Plan: A set of intended actions made by people or individual to achieve a goal.- Pattern: This definition focuses on the consistent behavior over time, whether or not intended- Ask audiences thought of strategy & competitors strategy- Strategy, it turns out, is one of those words that people define in one way and often use in another, without realizing the difference

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Strategies are both plans for the future & patterns form the past

Source: http://www.cafeios.net

+ Apples plan: releases few but highly anticipated high-end products.Best users experienceWith a high rate of innovation and emphasis on excellence in product design+ Apples pattern in action over series of iPhones from first generation to iPhone 5, it realized that it must size small enough for user to easily use 1 figure to control the screen

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Strategies need not deliberate they can also emergeStrategy making depicts it as a deliberate processFirst we think, then we actWe formulate, then we implementWhy would anybody want to proceed differently?

Everything that has been written about strategy making depicts it as deliberate processThen example of the potter in the studio, rolling the clay to make a wafer-like sculpture Action has driven thinking: a strategy has emergedOut in the field, the example of a salesman => Eventually opens up a new market company has changed strategic course7

Strategies need not deliberate they can also emerge

Source: www.flatworldknowledge.com

Anintendedstrategyis the strategy that an organization hopes to execute. Intended strategies are usually described in detail within an organizations strategic planAnemergentstrategyis an unplanned strategy that arises in response to unexpected opportunities and challenges. Sometimes emergent strategies result in disasters. Emergent strategies can also lead to tremendous success.Arealizedstrategyis the strategy that an organization actually follows. Realized strategies are a product of a firms intended strategy (i.e., what the firm planned to do), the firmsdeliberatestrategy(i.e., the parts of the intended strategy that the firm continues to pursue over time), and its emergent strategy (i.e., what the firm did in reaction to unexpected opportunities and challenges).In other cases, firms original intended strategies are long forgotten. Anonrealizedstrategyrefers to the abandoned parts of the intended strategy8

Strategies need not deliberate they can also emergeWhat does this example imply?

- Explain the example- Give the conclusion: His second point in the article is that strategies can emerge or be formed. While most companies try to for a strategy, sometimes strategy emerges from a mistake or an action with unexpected consequences

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Effective strategies develop in all kinds off strange wayEffective strategies can show up in the strangest places and develop through the most unexpected meansThere is no best way to make strategyExample of Facebook

- Somewhat similar to his second point, his third point mentions that strategies can form in strange ways. - Accidents, boredom, and random events can end up forming or inspiring strategy.The form for a cat collapses ..Did Mark Zuckerberg set out to build a billion-dollar company with more than six hundred million active users? Not hardly. Zuckerbergs original concept in 2003 had a dark nature. After being dumped by his girlfriend, a bitter Zuckerberg created a website called FaceMash where the attractiveness of young women could be voted on. This evolved first into an online social network called Thefacebook that was for Harvard students only. When the network became surprisingly popular, it then morphed (changed) into Facebook, a website open to everyone.Ironically, Facebooks emphasis on connecting with existing and new friends is about as different as it could be from Zuckerbergs original mean-spirited concept.10

Effective strategies develop in all kinds off strange wayGrass-roots approach

Umbrella Strategy

- These strategies all reflect, in whole or part, what we like to call a grass-roots approach to strategic management This is why some companies allow lower level employees to take part in strategy making of strategy implementation- Umbrella strategy is where a top manager lays broad guidelines and lower level employees make more specific decisions. Process strategy is where management is in charge of strategy formation, but leaves the actual content of it to other people.11

Strategic reorientations happen in brief, quantum leapsConcept of strategy: is rooted in stability, not change

Conventional strategic management Change must be continuous Organization should be adapting all the time.VS

Strategy: (explain: Org set direction, layout courses of action,establish guidelinue)No stability => no strategy => no future, no pattern.12

quantum leapsResolve opposing force of change and force of stabilityAttending first to one, then to the othersClear periods of stabilityChange can be distinguished in any organization.Particular strategy may always be changing marginally. Major change in strategic orientation occurs rarely.Common pattern of change in organization: Organization adopts two distinctly different modes of behavior at different times.Change in context of orientation. It is encouraged to seek continuous improvement. Take place a strategic revolution to leap to a new stability quickly.

Strategic revolution: World continues to change: sometime slowly, occasionally in dramatic shifts. Slowly or suddenly, orgs strategic orientation moves out of sync with its env.13

CYCLES OF CHANGEPattern adhocracy has more balanced stability and change.It is used for companies are in the business of producing new, unusual outputs apparently need to go with all directions from time to time. Organization needs to settle down after each periodExample: National Film Board produce individual or custom-made products in different periodsConcentrated on aid of war films in 1940sMake films series on TV in 1950s.Evoke experimental films and social issues in 1960s

MANAGE STRATEGYAdditional view of strategists: Who are involved or responsive to learn about their organizations and industries through personal touch.Manage stability: not to create strategy, but get on with making organization as effective as possible in following the strategies created.Detect discontinuity: manage within strategic orientation to be able to pick out the occasional discontinuityKnow the business, manage patterns, reconcile change and continuity

Strategist responsiblilities: dictating brilliant strategies for everyone else to implement, recognize the importance of thinking ahead or the needed for creative vision.

Additional view of strategistsRedefine strategist: collective entity who made up of many actors whose interplay speaks in organization. => find strategies no less than create strategies. Do not spend time in reading reports or industry analyses. Are involved or responsive to learn about their organizations and industries through personal touch.

Craftmen: Dedication, experience, involvement, sense of harmony (hoa hop) & integration.Manage Stability: Most of time is managing stability instead of formulate strategy. => making org to be effective as possible in pursuing15

KEY TAKEAWAY

Crafting strategy of Mintzberg's thoughts

Strategies are both plans for the future and patterns from the past.Strategies need not be deliberate - they can also emerge.Effective strategies develop in all kinds of strange ways.Strategic reorientations happen in brief, quantum leaps.Management strategy is crafting thought and action, control and learning, stability and change.

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ReferencesMintzberg, H. (1987, JulyAugust). Crafting strategyhttp://catalog.flatworldknowledge.com/bookhub/reader/3085?e=ketchen_1.0-ch01_s02https://www.youtube.com/watch?v=u-dDlRdLhWI

Thank You!