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GM 105
Dr. Lindle Hatton
CANOE THEORY
CANOE THEORY
BUILT TO LAST
Preserve the Core
Stimulate Progress
GOOD TO GREAT
Level 5 Leadership
First WhoThen What
Confront the Brutal Facts
The Hedgehog Concept
A Culture of Discipline
Technology Accelerators
The Flywheel and The Doom Loop
Purpose
Goals
Financing
Decision-Making
Key Stakeholders
Strategic Management
Versus
Strategic Planning
Features of Successful
Strategic Management
Features (Continued)
Is Proactive
Not a Quick Fix
Part of Quality Management
Payoffs Increase over Time
Time Consuming
High Demands
Not Rewarded
Executives Dont Support It
Too Risky
Strategic Management
Model
Scanning
Strategy Formulation
Strategy Implementation
Measurement/Performance
Strategic Management
Model
Strategy Formulation
VISION
Vision without Action is a Daydream
Action without Vision is a Nightmare
Not Optional
Stretch 30+ Years
8-10 Words in length
Future State
Brief and Memorable
VISION (Continued)
Vision Examples
VISION EXERCISE
Mission Statement
In the absence of a clearly defined
direction one is forced to
concentrate on confusion that will
ultimately consume you.
MISSION
Mission Examples
MISSION EXERCISE
Corporate Governance
What is it?
Codes of Governance
Role of the Board of Directors
Role of Top Management Team
Executive Compensation
Corporate Governance
Codes of Governance
Monitor
Evaluate and influence
Initiate and determine
Organization of Board
Committees Effectiveness
Executive Compensation
Incentive alignment
Executive Ownership
Incentive compensation
Salary
Bonus
Stock Options
LT Bonus
VALUES
Guiding Principles
Help establish Culture
Part of Preserving the Core
Core Ideology
Value Examples
CHP PRIDE
HP WAY
J & J Credo
Build the Spirit of the Place
Organizational Ethics
Individual Ethics
Personal Values
VALUES EXERCISE
Strategic Management
Model
Scanning:
Why Scan?
SCANNING:
Key Environmental
Macro Environment: STEP, PESTEL
Variables
Socio-Cultural Variables
Lifestyle Changes
Career Expectations
Regional Shifts in Population
Life Expectancies
More women in workforce
Greater concern for fitness
Postponement of family formation
Increase in temporary workers
Technological Variables
Economic Variables
GDP Trends
Interest Rates
Money Supply
Inflation Rates
Unemployment Levels
Wage/Price Controls
Energy Availability & Cost
Disposable & Discretionary Income
Political-Legal Variables
Antitrust Regulations
Tort Reform
Environmental Protection Laws
Taxation at local, state, federal levels
Hiring and Promotion Laws
Americans Disabilities Act of 1990
Sarbanes-Oxley Act of 2002
Demographic Variables
Aging Population
Rising affluence
Changes in Ethnic Composition
Geographic distribution of
population
Disparities in income levels
Global Variables
STEP EXERCISE
Socio-Cultural
Technological
Economic
Politico-Legal
Industry Analysis
6 Forces Analysis
Industry Competitors
Suppliers/Vendors
Customers/Clients
Potential New Entrants
Substitutes
Other Stakeholders
Role of Complementors
Supplier Power
Supplier concentration
Differentiation of inputs
Switching costs
Threat of forward integration
Cost relative to total purchases in
industry
Substitutes
Switching costs
Buyer inclination to substitute
Variety of substitutes
Price-performance tradeoff of
substitutes
Necessity for product or service
Degree of Rivalry
Exit barriers
Industry concentration
Fixed costs
Industry growth
Intermittent overcapacity
Switching costs
Brand identity
Diversity of rivals
Corporate stakes
Other Stakeholders
Employees
Unions
Government
Trade and Professional Associations
Other Direct Influencers
Role of Complementors
Number of complements
Relative value added
Difficulty of engaging complements
Buyer perception of complements
Complement exclusivity
Tend to increase profits by increasing
demand for an industrys products
6 FORCES EXERCISE
Competitive Profile
Analysis
COMPETITIVE PROFILE
EXERCISE
Industry Foresight
Customer
Needs
Unarticulated
Articulated
Customer
Served Unserved
Types
Internal Environment
SWOT Analysis
Internal Environment
Strengths
Weaknesses
External Environment
Opportunities
Threats
SWOT EXERCISE
Strategic Management
Model
Strategy Formulation
GOAL
Goal Examples
Goal Exercise
OBJECTIVES
What is to be accomplished?
When?
Specific
Measurable
Aggressive but Attainable
Results-Oriented
Timeframe
Strategic Objective
Examples
Strategic Objective
Exercise
Strategic Management
Model
Strategy Implementation
Everyone is Responsible
Few Guidelines
No Easy 10-Step Checklist to Follow
Strategic Management
Model
Strategy Implementation
Strategic Management
Model
Strategy Implementation
Strategy Implementation
Considerations
7-S Framework
Shared Values
Strategy
Structure
Systems
Skills
Style
Staff
Hire Smart
Train Hard
Manage Easy
Implementation Strategies
GOOMs
Implementation Conference
CEO involvement
Other Strategies?
GOOMs
Goals
Outcomes
Objectives
Measures
Definitions
GOOM Example
Goal 1: Achieve excellence in the delivery
of disaster recovery and mitigation.
GOOM Exercise
Completion Date
Goal
Outcome
n.n
Objective
Measure
Task Description
Team Lead
Staff Hours
Completion
Date
Plan- Do-Check-Act
Strategic Management
Model
Measurement / Performance
Why Measure?
Reactive Reasons
Government Intervention
Fewer Resources and Smaller
Budgets
Increased Demand for
Accountability
Mandated
Why Measure?
Proactive Reasons
Makes us more responsive to public needs
Provides feedback on mission
accomplishment
Creates blueprint for linking budget to
outcomes
Good management and good public policy
Measurement /
Performance
Input
Output
Outcome
Quality
Efficiency
INPUT Measure
Amount of resources needed to provide a
particular product or service.
Examples:
Number of FTEs or PYs
Number of eligible clients
Number of customers requesting service
Number of applications received
Number of sales orders received
OUTPUT Measure
Amount of products or services provided
Examples:
Percent of highways resurfaced
Number of police reports filed
Number of vaccinations given to schoolage children per year
Number of shafts produced in a single
operating shift
OUTCOME Measure
Reflect the actual results achieved and/or
their impact or benefit.
Examples:
Reduction in incidence of disease
Percentage of discharged patients living
independently
Percent of increase in tourists
Percent of monthly programmed sales
orders filled on time
QUALITY Measure
Reflect the effectiveness in meeting the
expectations of customers and
stakeholders
Examples:
Number of defect reports compared to
number of reports produced
Number of course ratings in highest
category related to total number of
course ratings
EFFICIENCY Measure
Also known as productivity
measures. Reflect the cost of
providing products or services.
Examples:
Output/Input
Output/Time
Output/Cost
Outcome/Cost
Developing Bench
Strength
Establishing
Organizational
Training Emphasis
Permanence
Certification
Awards & Recognitions
Caught-Ya
Celebrations
Walk the Walk
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