Anderson_PPT03.pptx

    Organization Design: Creating Strategic and Agile Organizations

    Donald L. Anderson

    Chapter 3

    Strategy

    Why Strategy Is Important For Organization Design

    Strategic clarity and agreement are required for effective design

    Different strategies require different designs

    Organization design can be a strategic advantage

    Organization design can facilitate strategy execution

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    LO 3-1: What strategy is important for organization design

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    What is Strategy?

    Strategy is a

    Plan

    Ploy

    Pattern

    Position

    Perspective

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    Plan: A planning activity that occurs before actions take place

    Ploy: A threat of a proposed move

    Pattern: May develop in the absence of intentions

    Position: Defined in relationship to other competitors

    Perspective: A worldview or a company’s internal identity

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    Sustainable Competitive Advantage

    “Competitive advantage grows fundamentally out of value a firm is able to create for its buyers that exceeds the firm’s cost of creating it. Value is what buyers are willing to pay, and superior value stems from offering lower prices than competitors for equivalent benefits or providing unique benefits that more than offset a higher price.” (Porter, 1985).

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    Activity Systems and Strategic Tradeoffs

    Two key principles:

    Strategy rests on unique activities

    Strategy requires tradeoffs

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    LO 3-2: Definition of strategy and types of generic strategies

    Sustainable advantage comes from organizing a series of activities into a system that is difficult for competitors to copy

    A strategic position is not sustainable without tradeoffs

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    Activity Systems and Strategic Tradeoffs

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    Types of Strategy

    Porter’s Generic Strategies:

    Cost Leadership: Operating at a lower cost than competitors

    Differentiation: Gaining advantage by offering something unique

    Focus: Targeting a specific market niche or customer type

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    LO 3-3: Key concepts in strategy

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    Porter’s Generic Strategies

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    Treacy and Wiersema’s Value Disciplines

    Operational Excellence:

    Product Leadership

    Customer Intimacy

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    Operational Excellence: Providing customers with reliable products or services at competitive prices and delivered with minimal difficult or inconvenience

    Product Leadership: Offering customers leading-edge products and services that consistently enhance the customer’s use or application of the product

    Customer Intimacy: Segmenting and targeting markets precisely and then tailoring offerings to match exactly the demands of those niches

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    Treacy and Wiersema’s Value Disciplines

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    Miles and Snow’s Strategy Typology

    Defenders

    Presume a narrow and relatively stable market

    Seek to improve efficiency of their operations

    Prospectors

    Sees a flexible and dynamic environment

    Defines their market broadly

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    LO 3-4: New perspectives on strategy that are important for a design practitioner to know

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    Miles and Snow’s Strategy Typology

    Analyzers

    Seek growth in depth of market penetration and through product development

    Find right mix of new and existing products and customers

    Reactors

    See the need for change

    Unable to take necessary actions to adapt successfully

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    Global Strategies

    Multinational organization

    Global organization

    Transnational organization

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    Stuck in the Middle

    Porter: “The firm failing to develop its strategy in at least one of the three directions—a firm that is ‘stuck in the middle’—is in an extremely poor strategy situation”

    Treacy and Wiersema: “Not choosing means ending up in a middle…steering a rudderless ship, with no clear way to resolve conflicts or set priorities”

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    Porter’s Five Forces Model

    Threat of new entrants

    Bargaining power of buyers

    Bargaining power of suppliers

    Threat of substitute products or services

    Rivalry among existing competitors

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    Porter’s Five Forces Model

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    Core Competencies

    A core competency should pass three tests:

    Provides potential access to a wide variety of markets

    Makes a significant contribution to the perceived customer benefits of the end product

    Difficult for competitors to imitate

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    Blue Ocean Strategies and the Strategy Canvas

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    Tests of Strategy Formulation

    Principles of Strategy (Markides, 2004)

    Strategy must decide on a few parameters

    Strategy must put all our choices together to create a reinforcing mosaic

    Strategy must achieve fit without losing flexibility

    Strategy needs to be supported by the appropriate organizational context

    No strategy remains unique forever

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    Elements of a Strategy

    Arenas: where will we be active?

    Vehicles: how will we get there?

    Differentiators: how will we win in the marketplace?

    Staging: what will be our speed and sequence of moves?

    Economic logic: how will we obtain our returns?

    (Hambrich & Frederickson, 2001)

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    Questions to Ask to Test Strategy

    Does your strategy fit with what’s going on in the environment?

    Does your strategy exploit your key resources?

    Will your envisioned differentiators be sustainable?

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    Are the elements of your strategy internally consistent?

    Do you have enough resources to pursue this strategy?

    Is your strategy implementable?

    (Hambrick & Fredrickson, 2001)

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    Questions to Ask to Test Strategy

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