Sessions Introduction - M&A, Joint Venture, Alliances Merger & Acquisition Horizontal mergers Vertical Mergers Consolidation of fragmented

ented industries Conglomerate acquisition Cross-border acquisition Search and screening of target acquisition Typical process of M&A strategic objective, target identification, strategic-fit, term-sheet, duediligence, integration plan, risks and mitigation plan Challenges of M&A and post merger integration failure

Sessions, Assignments, Industry Interface 2/3

Strategy into action Strategy development process Intended strategy development Emergent strategy development Long-range planning scenario planning Organizing for strategy implementation stakeholder analysis, strategic leadership, structure, process, People, information flow, finance, technology, risk assessment and mitigation, change management Strategic implementation tracking Balance scorecard

Strategy in Action : Strategy development process

An intended strategy is an expression of a desired strategy as deliberately formulated or planned by managers An emergent strategy comes about through everyday routines, activities, and processes in organisations leading to decisions that become the long-term direction of an organisation

Strategy in Action : Strategy development process

Strategic Planning may take the form of systematised, step-by-step, chronological procedures to develop or coordinate an organisations strategy Stages of Strategic Planning

Initial guidelines Business-level planning Corporate-level planning Financial and strategic targets

Strategy in Action : Strategy development process

Strategic Planning at Shell

Strategy in Action : Strategy development process

An emergent strategy - Strategy direction from prior decisions

Strategy in Action : Strategy development process

Possible Benefits of Strategic Planning Help structure analysis and thinking about complex problems Encourage questioning Encourage longer-term view Enhance coordination Improve communication Provide agreed objectives Involve people Provide a sense of security Dangers associated with Strategic Planning Confusing strategy with the plan Detachment from reality Lack of ownership Dampening of innovation The learning organisation is capable of continual regeneration from the variety of knowledge, experience and skills of individuals within a culture which encourages mutual questioning and challenge around a shared purpose or vision

Strategy in Action : Organizing for Strategy Implementation

Organizational configuration consists of structures, processes and relationships through which the organisation operates

Strategy in Action : Organizing for Strategy Implementation

A comparison of various structure types Functional; Multi-divisional; Multi-national ; Matrix

Strategy in Action : Organizing for Strategy Implementation

A comparison of various structure types

Strategy in Action : Organizing for Strategy Implementation

Processes can be thought of as control on the organization's operations and therefore can help or hinder the translation of strategy into action Types of Control processes

Strategy in Action : Organizing for Strategy Implementation

Relationships Ability to integrate knowledge and activities of different parts of organizations (internal and external) Devolution concerns the extent to which the centre of the organization delegates decision making to units and managers lower down in hierarchy

Strategy in Action : Organizing for Strategy Implementation

Relationships Strategic Planning

Financial Control

Strategic Control

Strategy in Action : Organizing for Strategy Implementation

Dilemma in organising for strategy implementation

Strategy in Action : Organizing for Strategy Implementation

Key debate : Does structure follow strategy