Professional Documents
Culture Documents
Part I: Strategic Management Inputs Chapter 1: Strategic Management and Strategic Competitiveness
What is Strategy?
Strategy is the great work of the organization. In situations of life or death, it is the Tao of survival or extinction. Sun Tzu, The Art of War
The determination of the long-run goals & objectives of an enterprise, & the adoption of courses of action & the allocation of resources necessary for carrying out these goals. Alfred Chandler, Strategy and Structure
Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.
That what the rivals CANT do!
Strategy
Integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage
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Organizational decision makers are rational and committed to acting in the firm's best interests, as shown by their profit-maximizing behaviors
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Mission
Specifics business(es) in which firm intends to compete and customers it intends to serve More concrete than the vision
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To Combine Tradition with Modernity, To Bring Together China and the West.
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Stakeholders
Stakeholders are both individuals and groups
They can affect, and are affected by, the strategic outcomes/performance a firm achieves
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Strategic Leaders
People located in different parts of the firm using the strategic management process to help the firm reach its vision and mission
Decisive and committed to nurturing those around them Organizational culture emerges from & sustained by leaders
Complex set of ideologies, symbols and core values shared throughout the firm Affects leaders/their work which in-turn shapes culture Influences how the firm conducts business
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