part 1: the different schools of strategy
TRANSCRIPT
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HEADLINE GOES HERE
1953
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1959 1966
63%
0%
49%
10%
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BCG PERSPECTIVE
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“In truth we had no strategy other than the idea of seeing if
we could sell anything in the United States”
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BUTCHERING
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WEAKNESSESB.A ain’t going in
no plane
STRENGTHSWelding
Murdoch’s Mad
OPPORTUNITIES
Old school bus & some scrap
metal
THREATSVillagers
kidnapped by outlaws
INTERNALCAPABILITIES
EXTERNALCONDITIONSPLAN
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A strategy is a a one of a kind response to a specific situation
It is a simple and informalprocess of conscious thought
It is the sole responsibilityof the strategist
Implementation can only happen after strategy is fully formulated
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The Demand ChainThe McCann WorldGroup Way
Brand Building the Nestlé WayThe Virgin Way
The Profero Way The Diageo Way of Brand Building
The Lowe Institute ToolkitUnilever’s Crafting Brands For Life
The VCCP Methodology
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Produce each of the component parts,
assemble and hey presto: strategy.
For clients, often closely linkedwith budgeting process
But analysis is not synthesis
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MASS
NICHE
UNDIFFERENTIATED DIFFERENTIATED
COST FOCUS
PIONEER
PREMIUM NICHE
COST LEADERSHIP
FAST FOLLOWER
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Market structure drives deliberate positional strategiesThere are limits to the desirable strategies in any given
situationEnd up with a basic number of “generic” strategies
But unable to distinguish getting there from being there
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Long Legs
Short Legs
Not powerful Powerful
Tortoise
Panther
Hare
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Searching for new opportunities from doing something new or something in a new way
Requires vision: insight / foresight
The process is semiconscious at best
Deliberate in overall vision,emergent in how details unfold
An agile, responsive structure is desirable
Dramatic leaps forward are possible in the face of uncertainty
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WHAT IS STRATEGY?
A POSITION?A PLAN? A PROCESS? A PERSPECTIVE?
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HOW IS STRATEGY DONE?
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YOU’RE BIASEDSearch for supporting evidence
InconsistencyConservatism
RecencyAvailabilityAnchoring
Illusory correlationsSelective perceptionRegression effectsAttribution error
Wishful thinking & optimismUnderestimating uncertainty
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Strategic decision making is not rational but a vain attempt to be rational
Concepts, maps & frames are distortions of the world
Strategy is interpretative
Information > Shared meaning > Frame > Socialise > Decide > Act
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THE LEARNING SCHOOL
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THE LEARNING SCHOOLStrategy is the process of learning over timeBehaviour stimulates thinking retrospectivelyNovel strategies emergeAt the limit, strategy formation& implementation areindistinguishable
Strategies appear first as patterns out of the past, only later as plans for the future, and ultimately perspectives to guide overall behaviour
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THE POWER SCHOOL
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THE POWER SCHOOL
Rival c
amp g
ame
Coun
ter-i
nsur
genc
y gam
e
Allianc
e buil
ding g
ame
Youn
g Tur
k gam
e
Empir
e buil
der g
ame
Spon
sor g
ame
Stra
tegic
cand
idate
game
Whistle
blower
game
Budge
ting g
ame
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THE POWER SCHOOLOrganisations consist of individuals with dreams, hopes, jealousies,
interests and fears
Developing strategy is a political process
There are coalitions of interest groups with enduring differencesin values, beliefs, interests and perceptions of reality
Who gets what
Goals and decisions emerge from bargaining, negotiation and jockeying
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HOW IS STRATEGY DONE?
POWERGAMES?
MENTALCONCEPTION?
EMERGENT PATTERNS?
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IS THERE A GRAND UNIFIED THEORY?
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Purpose of strategy is to maintain stability but to periodically recognise the need for
transformationThere’s a time and a place for each approach
Defend, Prospect, Analyse & React
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STABILITY <> CHANGE
PROCESS POSITIONPLAN PERSPECTIVE
POWERGAMES
EMERGENTPATTERNS
MENTALCONCEPTION