Strategi 2: Strategiprosess Sesjon 1

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Strategi 2StrategiprosessSesjon 1

• Bjarne Kiil, Ph. D.
• Professor II, Institutt for strategi

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Dimensions of strategy
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Levels of strategy
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Towards a theory of Strategic Managament
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• Process Perspectives
• Programming
• Incrementalism
• Logical incrementalism
• Game theory
• Strategic intent
• Strategic core framework
• Resource base perspective
• Learning organizations
• Views on reality
• On predictability
• On cognition
• On environment

• Innovation
• Competing for the future
• Competing on the edge
• Robust strategies

Revolutionary strategies
Changing the rule of the game
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Strategic Perspective
I
II
III
Administration
Resources Knowledge
Imagination
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Andrews strategy model
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The fine art of crafting strategy
Though Henry Mintzberg has much to say about how
others see strategy, it's less easy to capture
what he thinks about it himself
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Strategy approaches

• The design school Strategy formations as a
  conceptual process
• The planning school Strategy as a formal process
• The positioning school Strategy formation as an
  analytical process
• The entrepreneurial schoolStrategy formations as
  a visionary process
• The cognitive school Strategy formation as a
  mental process
• The learning school Strategy formations as an
  emergent process
• The political school Strategy formations as a
  power process
• The cultural school Strategy formations as an
  ideological process
• The environmental school Strategy formation as a
  passive process
• The configuration school Strategy formation as
  an episodic process
• Programming, Prescriptive (how strategy should
  be made)
• Incrementalism, Descriptive (how strategy gets
  made)

Programming
Incrementalism
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Traditional implicits assumptions

• Predictability
• Environment is real
• Analysis is key

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The concept of corporate strategyBy Kenneth
Andrews

• "Strategy is the pattern of decisions in a
  company that determines and reveals its
  objectives, purposes, or goals, produces the
  principle policies and plans for achieving those
  goals"
• The strategy process should be a rational and
  conscious planning activity, in which formulation
  and implementation are carried out sequentially
• The logical activity of planning is preferable to
  the "muddling through" of incrementalism

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Definition

• "A strategy is the pattern or plan that
  integrates an organization's major goals,
  policies and action sequences into a cohesive
  whole"
• James Brian Quinn

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Logical incrementalism(The dynamics of change
processes - grounded theory)Seeking Normative
guidance to the strategist

• Observation Such incrementalism is not muddling.
  It is a purposeful, effective, proactive
  management technique for improving and
  integrating both the analytical and behavioural
  aspects of strategy formulation
• Precipitating events - shape future
• Analytical - create preparedness, awareness

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Strategy Process

• The manner in which strategies come about.
• The how of strategy
• How
• is and should strategy be made
• analysed
• dreamt up
• formulated
• Implemented
• Changed
• Controled

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Dimentions of strategy process according to WM

• Strategic thinking Logic Creativity
• Strategy formation Deliberateness
  Emergentness
• Strategic change Revolution - Evolution

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Some Key Issues

• Sustainable competitive advantage
• Attempts to offer prescriptive
• Strategy Convergence
• Uniqueness (Target)
• Revolutionary
• Learning
• Knowledge
• Self Organization
• Intellectual capital
• New Economy
• Strategic experimentation

Literature, S. M. S. (1999 2000)
To beprocessintegrated
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• Breakthrough strategies for seizing control of
  your industry and creating the markets of tomorrow

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"Food for thought"

• What if predictability is an illusion?
• and, what if environment is not real?

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• Is predictability desireable?
• Non-predictability
• A problem?
• or an asset?

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Development in strategic thinking
FOCUSPlanningPredictability
FOCUSProcessResources
High
"Con-fidence in predict-ability"
?
Low
1980
1960
1990
Programming
Resource based
Porter
ChaosInnovation
Learning
Mintzberg
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Strategy, "new" field

• Strategic alliances
• Networks
• Boarderless

Today
1980
1950

• International
• MNC
• National responsive
• Global

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• Not one right process
• Not one right content
• Not one objective context
• Not search for the right
• Search for a suitable and most likely unique
  process
• Comment to PROJECT

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Corollary from my experience

• Learning within the unknowable
• Only possible to get the grips with things that
  are local to us in space and time
• Event driven
• Complexity theory

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Strategic intent
Strategicintent
Focus
Time horizon
Effectiveoperation
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Discovery driven planning
Discovery-driven planning recognizes that
planning for a new venture involves envisioning
the unknown

• High ratio of assumptions to knowledge
• Systematically converts assumptions into
  knowledge as venture unfolds
• Requires discipline - no less than planning

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Comments on hazards

• Lack of hard data - few key decisions - proceed
  as assumptions were facts
• Hard data available - checking assumptions - but
  fail to see implications
• Hard data available - continual opportunity
  exists inappropriate assumptions about
  implementations
• Start off with right data - assumes static
  environment - key variables change unnoticed

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The ten strategy tensions
WM 2nd edition 1.1
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Perspectives on the TENSIONS

• As puzzle
• As dilemma
• As trade off
• As paradox
• Or source of reflection and inspiration for own
  process
• Design
• Choice
• Growth
• Evolution

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The rational thinking versus generative thinking
perspective
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Planning versus incrementalism perspective
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Discontinuous change versus continuous change
perspective
WM 2nd edition, 4.1
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Chapter 5 Introduction
WM
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Portfolio versuscore competence perspective
WM 2nd edition, 6.1
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The paradox of competition and cooperation
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Industry evolution versusindustry creation
perspective
WM 2nd edition, 8.1
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Organizational leadership versus organizational
dynamics perspective
WM 2nd edition 9.1
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Dato Tema
3/1 Overganger fra strategi som analyse til forståelse av strategi som prosess. (Bjarne Kiil)
10/1 Utdyping av ulike perspektiver på strategiske prosesser. (Bjarne Kiil)
17/1 Strategiprosess og innovasjon (Øystein D. Fjeldstad)
31/1 Organisasjonslæring med fokus på ledelse av innovasjonsprosesser. (Ragnhild Kvålshaugen)
7/2 Strategiprosessen konsulent eller lederdrevet? (Reiar Ness)
14/2 Systemdynamisk perspektiv, kaosteori. (Bjarne Kiil/Gisle Henden)
21/2 Endringsledelse implementering av strategi. (Øyvind Revang)
28/2 Valgt emne og oppsummering. (Bjarne Kiil/gjesteforeleser)
7/3 Strategic leadership and organizational vision. (Mark Kriger)
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Målsetning, Strategi 2

• Strategiske prosesser i en dynamisk verden,
  basert på perspektiv-messig mangfold

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Kursmateriale

• Barney, Jay B. Gaining and sustaining
  competitive advantage. Addison
• Artikkelsamling Strategiske prosesser. Redaktør
  Bjarne Kiil.
• Anbefalt litteratur
• Senge, P. M. The Fifth Discipline. New York
  Doubleday 1990.
• De Witt Myer, Strategy process, content,
  context. International Thompson Business Press,
  1998, 2nd edition.

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"Punctuated equilibrium" - Schrumpetarian
development
Punctuation points
Change
Stability
Time
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On Implementation
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Prosjektoppgave

• Case
• Finn en artikkel i avis/magasin datert 2000/2001
  om en norsk bedrift. For å gjøre denne oppgaven
  gjør bruk av denne artikkelen, andre artikler,
  årsrapporter, hjemmesider, o.l. Dere kan bruke
  caset fra strategi 1, hvis dere vil.
• Forsøk å klarlegg hvilket strategiprosess-perspekt
  iv bedriften er preget av?
• Eksempelvis planlegging, incrementalism,
  strategic intent, innovation, eller kombinasjoner
  av disse. (50)
• I hvilken grad er bedriften innovativ?
• Diskutér og begrunn svaret.Kom med synspunkter
  og forslag til innovative tiltak. (50)

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Imagination is more important than knowledge

• (Albert Einstein 1879-1955 German-American
  physicist)

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Plans are nothing. Planning is everything

• (Dwigth D. Eisenhower 1890-1969 American General
  and president)

It is a mistake to look to far ahead. Only one
link of the chain of destiny can be handled at a
time
(Winston Churchill 1874-1965 British prime
minister and writer)
Alexander the Great