Professional Documents
Culture Documents
KNC3435/4453
STRATEGIC MANAGEMENT
N O R A ZI AH A BDUL WA HA B
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LESSON LEARNING
OUTCOMES
At the end of this lesson, students should be able
to:
Identify the definitional elements of strategic
management
Describe innovative management as mean of
developing strategic management capability
Analyse factors influencing strategic planning
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Concept of Strategy:
Quinn (1998)
Goals
Actions
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Management Theory:
Henri Fayol (1949)
• Selection of organizational goals for future of
Planning enterprise
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Strategic Management
A systematic approach for managing
strategic change which consists of the
following:
Positioning of the firm through strategy and
capability planning
Real time strategic response through issue
management
Linking the marketplace strategy with
organizational strategy
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Choose one
organization and
think how did the
organization position
itself in the
competitive market,
e.g. strategy,
strengths, etc.
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INNOVATIVE
MANAGEMENT
Next
Session AND
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INNOVATIVE MANAGEMENT
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Innovative Management
Principles
Goals
Know where you are going, how to get there
Be flexible and persistent
Prioritise
First things first, every day
To-Do-List
Productivity measurement
Measure everyone’s productivity, including yourself!
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Innovative Management
Principles
Mobile communicator
Hands-on
Talk to people
“WE” approach
Coordinate and Control
Coordinate procedures, process and people
Delegates responsibilities
Supervision
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Innovative Management
Principles
Technologies as Keys to Productivity Improvement
Computers, Robotics
Encourage Innovation
Creative, innovative
Each problem has its own solution
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Innovative Management
Principles
Expect and Accept only Quality
Ask for it, expect it, require it, reward it
Quality = Customers
Be enthusiastic
Can-do approach
Problems as opportunities
Act Now!
Go for it, Act on it
Set deadlines
Stay healthy, be happy
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Defining Red Ocean VS. Blue Ocean
RED OCEAN STRATEGY BLUE OCEAN STRATEGY
Compete in existing market Create uncontested market
space space
Beat the competition Make competition irrelevant
Exploit existing demand Create and capture new
demand
Make the value-cost trade
off Break the value-cost trade
off
Align strategy choice of
differentiation or low cost Simultaneous pursuit
strategy of differentiation
and low cost
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Six Principles of BOS
Build
execution
Overcome into strategy
key
Get the organization
strategic hurdles
Focus on the sequence
big pictures, right
Reconstruct not numbers
market
Reach boundaries
beyond
existing
market
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Value Innovation
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4 Actions Framework
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Next
Session
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