We will study and discuss the following


Benchmarking

Re- engineering

Reverse engineering

Balanced scorecard
Management Tools In Strategy
Benchmarking :
It Is Based On The Assumption That Someone In The
Process Of Business Ahs Attained World Class
Competitiveness

The others can try to follow and even improve upon those
systems and process by benchmarking
Types Of Benchmarking :
Strategic benchmarking
Competitor performance benchmarking
Process benchmarking
Functional benchmarking or generic benchmarking
Internal benchmarking
External benchmarking
International benchmarking
Process of benchmarking
Phase 1. planning
Decide what to benchmark
Identify key performance indicators
Identify benchmarking partners
Decide data collection method
Collect data
Management Tools In Strategy
 Process of benchmarking
 Phase 2. analysis
 Understand performance gaps
 Fix up future performance levels
 Phase 3. integration
 Communicate findings
 Establish acceptance with stakeholders
 Phase 4. action
 Implement and monitor progress
 Measure results
 Recalibrate benchmarks
 Value Of Benchmarking To Business
Find better ways to meet customer needs
Establishing objectives based on external environment
assessment
Effectiveness of productivity

Gaining competitiveness

Researching and learning about best practices

 Reengineering

Process relates to the way a work or job is done in the organization to

achieve given objectives
This process is a set of interrelated tasks that lead to value addition at
each level
Reengineering means
Critically analyzing the current process at all units and sub units level
It involves looking for a break through/ improvement in the current
business process
It involves fixing up priority for the objective
Redefine process and assumptions
Redefining structures
 looking for Trade off between current systems and proposed alternatives
 Management Tools In Strategy
 Reengineering
 Principles of reengineering :
 Organizing around outcomes and not tasks
 Making users of the output, a part of the process
 Information process looked at as productive exercise
 Treating each resource a part of the central unit
 Linking each activity parallel
 Moving point of decision making to the point where the process is
taking place
 Capturing information also at the source

Management Tools In Strategy
 Reengineering
Identifying the process to be redesigned
Handling only the high points of reference
Or taking it all at one go for reengineering
Or prioritizing the process for reengineering
 Management Tools In Strategy
 Reengineering
 Understand The Process That Is Currently Being Followed
 Understand The Mistakes/ Shortcomings So That The
Same Can Be Avoided
 Utilize Information Technology As Much As Possible
 Create Prototype Of The New Process
 Keep Improving The Prototype
 Management Tools In Strategy
 Challenges To Reengineering
 Insufficient Resources Provided
 Lack Of Commitment Of Top Management
 Unrealistic Expectations
 Lack Of Empowerment Of All Workers
 Non Sharing Of The Vision
 Resistance To Change
 Lack Of Leadership
 Overemphasis On Cost Cutting
 Incapable Technology
 Management Tools In Strategy
 Reverse engineering
 The process enables to discover and learn about the
product by redoing the way product had originally been
manufactured.
 learn about the new product in the market and its success
and expense propensities
 dismantle the product to understand ingredient, process
and the final assembling process of competitor
 Understand the know how of manufacturing
 Remake the entire product
 Introduce in the market as your product
 Management Tools In Strategy
 The balance score card
 financial measures evaluate the action already taken
 Operational measures evaluate the action already taken
 Understand if value addition has taken place or introduce
new direction