strategy implementation capstone project - e botha

Strategic Management by Copenhagen Business School - Etienne Botha [email protected]

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STRATEGY IMPLEMENTATIONCAPSTONE PROJECT

CASE STUDY DESIGNATED – e-TYPES STRATEGY IMPLEMENTATION

Submitted by: Etienne BothaDate: 08 Oct 2016

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TEAM DANMARK – A NEW VISUAL IDENTITYQUANDARY

TWO DESIGNS1 EVOLUTION

1 REVOLUTIONONLY 1 LOGO REQUIRED

=CLIENT REQUEST VS COMPANY VISIONStrategic Management by Copenhagen Business School -

Etienne Botha [email protected]


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OPTIONS AT HAND FOR TEAM e-TYPESOption 1 - To present the conventional logo with an 80% chance of winning.Option 2 - To present the edgy logo with a 20% chance of winningOption 3 - To present both logosOption 4 – wei wu wei


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MY ENDORSEMENT

Option 3 - Present BOTH the conventional logo as

well as edgy logo to TEAM DANMARK.

With an 80% as well as 20% window of opportunity, it will not only display poor leadership but also void of strategy, if passed on the prospect.

Etienne Botha

Reading through the transcripts of the conversation during the decisive meeting of e-Types, the question that comes to mind - was the final decision influenced by inflated ego? Lessons to be learned. More to follow.....


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ROADMAP – STRATEGY FORMULATION• Seven Steps Strategy Roadmap for e-Types:1. Set e-Types goals and vision2. Evaluate the business environment3. Set quantitative targets4. Identify each divisions goals and contributions; AND GET

THEM INVOLVED5. Do a Performance Analysis – Determine the gap between

actual reality and long term aspirations6. Explore and Investigate all possible strategies. Verify through

business intelligence before any final decision.7. Consider business goals, strengths, potential and limitations

as well as external factors before FINAL DECISION


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ROADMAP – DEDUCED MEASURE• Customer Group and Market Segmentation Strategy for the Future :

There are three approaches to market segmentation that e-Types can pursue:1. No market segmentation – Its products are targeted at the ‘average customer’ need2. High market segmentation – A different product is offered at each market segment3. Focused market segmentation – A product is offered to one or a few market segments. The third approach to market segmentation is to target a product just at one or two market segments. In the case of e-Types, it will be for the more ‘edgy’ market as one, and two, the more ‘conservative’ market. To pursue this approach, e-Types must continually develop and innovate products in both its market segments.


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INTRODUCTION – STRATEGY IMPLEMENTATION• Strategic Implementation - Ask most

organizational leaders about their areas of focus and you will hear that strategy is among their highest priorities.

• Unfortunately, too often leaders pour their energy and resources into formulating strategy and spend too little time figuring out how to implement that strategy throughout the organization.

• Strategies are frequently created, perhaps not in an ivory tower, but often at a nice resort or conference centre. Unfortunately, most leaders fail—not in the formulation of strategy, but in its implementation.


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Aspects of Implementation Describe the Expected State

Substantiate the Expected State

Recommend Specific Actions

1. Organizational Structure a. A flat organizational structure can create opportunities for business growth. e-Types employees, teams or groups can circumvent middle management and report directly to CEO.

a. Ideas come from a wider range of sources in a flat organizational structure than in companies with many layers of management.

b. Employees and work groups in flat organizations tend to be more adaptable in changing or unique circumstances, due to their smaller hierarchies and lack of bureaucracy

a. Work groups assigned to unique projects.b. Since more employees are on a level playing field, more responsibility is placed upon each individual, creating a situation where innovative, collaborative self-starters excel and passive followers lag behind.c. Organizations with a flat structure can attract the type of employees who are encouraged by a work structure that requires self-motivation and teamwork.


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2. Communication a. A flat organization structure means less layers of management between workers and top management. Advantages from such a lean structure, including improved communications; faster, easier and less prone to mistakes or misunderstandings.

a. Speed and accuracy of communication is a big advantage for flat organizations.

b. This speed allows new products and services to be implemented faster and with less red tape.

a. Sincere, spontaneous and short messages tend to transcend organizational and cultural barriers, even in companies that seem to thrive on complex communication. Using email and voicemail as supplements to conversations can cement professional relationships.


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2. Organizational Culture a. Organizational culture includes the shared beliefs, norms and values within an organization. It sets the foundation for strategy. For a strategy within an organization to develop and be implemented successfully, it must fully align with the organizational culture. Thus, initiatives and goals must be established within an organization to support and establish an organizational culture that embraces the organization’s strategy over time.

a. Organizations that remain flexible are more likely to embrace change and create an environment that remains open to production and communication.

b. A stable culture, one that will support strategy implementation, is one that fosters a culture of partnership, unity, teamwork and cooperation among employees.

a. When culture aligns with strategy implementation, an organization is able to more efficiently operate in the global marketplace. Culture allows organizational leaders to work both individually and as teams to develop strategic initiatives within the organization. These may include building new partnerships and re-establishing old ones to continue delivering the best possible products and services to a global market.


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INCONCLUSION• To successfully execute an organization’s strategy, it must be the focus of every

person in that organization. It is up to the leaders to create, monitor, and reward that focus as it is expressed.

• The pace of business shows no signs of slowing down and the competition in any sector isn’t getting easier. But effectively implementing strategy can be a source of competitive advantage.

• Fortune 500 companies to small not-for-profits must be armed with the ability to effectively implement the strategies of their organization, all while juggling 100s of emails and voice mails, and addressing the exigencies of the day. Because implementing strategy is not additive work for the leader; It is, in fact, their pivotal aim.

strategy implementation capstone project - e botha

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