project gary hamel

8/8/2019 Project Gary Hamel

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COMPETITING FOR THE COMPETITING FOR THE

FUTUREFUTURE :BY:BY

GARY HAMELGARY HAMEL

Submitted by

Abhineet Dayal(25)

Ann Marie Thomas(20)

Bharathi V. Sharma(55)

Ferzeen Sanjana(02)

Shyam Jajodia(52)

Submitted To

Bharti Deshpande


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REGENERATING STRATEGYREGENERATING STRATEGY

Quest ForCompetitiveness

ReengineeringProcesses

Restructuring AndDownsizing

Reinventing Industry

Smaller Better Different


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COMPETITION IN FUTURE IS COMPETITION IN FUTURE ISDIFFERENTDIFFERENT

Failure to anticipate and participate in the

opportunities of the future impoverishes both

firms and nationsBusiness units versus corporate competencies

Creating future often requires that a company

build new ore competencies, competencies that

typically transcend a single business unit


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STAND ALONE VERSUS INTEGRAT STAND ALONE VERSUS INTEGRATSYSTEMSSYSTEMS

Few companies create future single handedlymost need a helping hand

Perseverance

Organizational commitment and perseverance

are driven by desire to make a difference in

peoples lives longer the difference thedeeper the commitment


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COMPETING FOR INDUSTRY COMPETING FOR INDUSTRYFORESIGHTFORESIGHT

Foresight and VisionCompetition-To establish company as intellectual leader

Enlarge opportunity horizon

Be naive as little children

Focus on functionalities

Be humble enough to speculate

Beyond customerled

Empathize with human needs


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CRAFTING STRATEGIC CRAFTING STRATEGICARCHITECTUREARCHITECTURE

What is strategic architecture?It consists of the following

Information architecture Social architecture Financial architecture

EDSs strategic architecture Globalise Informationalise Individualise


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Strategy as stretch Strategy as stretch

Starting resource positions- poor predictor of future

Strategic intentAttributes

Sense of direction

Sense of discovery Sense of destiny


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COMPETING TO SHAPE THE FUT COMPETING TO SHAPE THE FUT

Getting to the future first

Managing migration path

Maximizing share of influenceCoalitions Becoming a nodal company

Standards setting


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-Coalitions Becoming a nodal-Coalitions Becoming a nodalcompanycompany

Coalition means a temporary alliance

No one firm possesses all the requisite

resources

To bring new product or services

To avail political concerns


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CORE COMPETENCECORE COMPETENCE

Gateway to the futureCore competence is the bundle of skills and

technologyA broad classification which contain 7-10skillsFor ex :

Sony- MiniaturizationFed Ex Just In Time

Intercorporate competition


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Risk Of Ignoring Core Risk Of Ignoring CoreCompetenciesCompetencies

Growth opportunity will needlessly truncated

New idea can also hampered if firm has no

appropriate competencies

Better understanding of the competitors is not

possible

Lead to dependence on external suppliers for core products


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CORE COMPETENCE PRESPECTIVE IN CORE COMPETENCE PRESPECTIVE INORGANISATIONORGANISATION

1.Identifying Core Competencies

2.Establishing Core Competence Acquisition

Agenda3.Building Core Competencies

4.Deploying Core Competencies

5.Protecting and defending core competenceleadership


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-Keys to global pre emption-Keys to global pre emption

Should pre-exist among minds of globalcustomers

Strong distribution presence

Capacity to come up with a new product or service anytime

To interpret the future demand correctly andto be ahead than the competitors......

This used to be called as prospecting New term expeditionary marketing


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4 P's of global preemption 4 P's of global preemption

PROXIMITY

PREDISPOSITIONPROPAGATION

PRE-EMPTION


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ThinkThink differentlydifferently ........

If the goal is industry leadership,restructuring and reengineering are notenough.

To build leadership, a company must becapable of reinventing its industry, torebuild leadership; a company must becapable of regenerating its corestrategies.

To have a share in the future, a companymust learn to think differently


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project gary hamel

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