BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION

CHAP 10 :BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION

Approaches to build building and strengthening capabilities

1- develop capabilities internally

2- acquire capabilities through mergers and acquisitions

3- access capabilties via collaborative partnerships

Set stretch goals

1-  thinking strategically about a firm's knowledge and skills base 

2- setting a stretch goal of developing an organizational ability to do something well

3- evolving the ability into a competence or capability by performing it well and at an accept

4- thinking strategically about a firm's opportunities and challenges

5- refreshing, updating and upgrading competencies and capabilities as necessary to gain and maintain competitive advantage

Approaches to acquiring capabilities from an external source

1- outsource the function requiring the capabilities to a key supplier or another provider

2- collaborate with a firm that has complementary resources and capabilities

3- engage in a collaborative partnership for the purpose of learning how the partner does things

 Determining how much authority to delegate

1- centralized decision making : authority is retained by top management

2- decentralized decision making : authority delegated to lower-level managers and employees

CHAP 11 :
MANAGING INTERNAL OPERATIONS : ACTIONS THAT PROMOTE GOOD STRATEGY EXECUTION

Managing for continuous improvement

1- benchmarking

2-process reengineering

 3-best practices

4-six sigma quality program

5-total quality management

 Six sigma and new projects

Define : What are our project goals and customer requirements

Measure :  How do we measure and determine both our goals and the needs of our customers?

Analyze :  What existing process options do we have for meeting customer needs?

Design : Should we use an old or new process to meet customer needs and specifications?

Verify :  How will we verify design performance and our ability to meet customer needs?

Corporate culture and leadership

Assalamualaikum....directly to my topic Corporate culture and leadership. Based on what i understand corporate culture is refer to values, attitudes, beliefs which is determine by norms of behavior, work practices and styles of operating.

 

 In tutorial class

1- find an example of any organization that have a good corporate culture?

SHELL  : An excellent company to work for, Shell provides you with a platform for
          trainings and knowledge, while at the same time providing you with
         opportunity for growth while climbing the technical and corporate leader

 

 thank you...

 

 

 

 

 

Corporate Strategy: Diversification and The Multibusiness Company

 Assalamualaikum.... say Alhamdulillah.....today we still given a chance to breathe again...keep smiling... :) 

 

Ok for this time i want share a little bit about what i understand in lecture.WHAT CORPORATE STRATEGY?? In corporate strategy there are measure/crafting a diversification strategy entail which is

1-  picking new industries to enter and deciding on the means of entry

                             2- pusuing opportunities to leverage cross-business value chain relationships and strategic fit into competitive.

                         3- establishing investment priorities and steering corporate resources into the most attractive business units

4- initiating actions to boost the combined performance of the cooperation's collection of business

There are 4 component that a company becomes a prime candidate for DIVERSIFYING

1)  When it spots opportunities for expanding into industries whose technologies and products complement its present business.  2) When it can leverage its collection of resources and capabilities by expanding into business where these resources and capabilities are valuable competitive assets. 3) When diversifying into additional business opens new avenues for reducing costs.4) When it has a powerful and well-known brand name that can be transferred to the products of other business. Futhermore, to diversify a new business must past 3 tests. Firstly the industry attractiveness test which is must offer an opportunity for profits and return on investment. Secondly, the cost of entry test which is must not be so high as to exceed the potential for good profitability. Thirdly, the better off test which is synergy ( create added value via diversification requires building a multibusiness company)    Moreover, once a company decides to divesify, it faces the choice to diversify into related businesses, unrelated businesses or some mix of both.Related business means have competitively valuable cross-business value chain and resource matchups. While unrelated businesses means have dissimilar value chains and resource requirements with no competitively important cross-business relationships at the value chain level.