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Thinking about Strategy

Thinking about Strategy. Dr. Helen Eckmann. Working Definition. A short, intermediate and long-term plan that details both the direction and velocity of an individual or an organism. The plan must have both fixed and flexible options.

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Thinking about Strategy

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  1. Thinking about Strategy Dr. Helen Eckmann

  2. Working Definition • A short, intermediate and long-term plan that details both the direction and velocity of an individual or an organism. • The plan must have both fixed and flexible options. • The impact for the entire organization is explained as well as the projected impact this organization will have on other similar or dissimilar organizations.

  3. Individual Implications Some people have a strategy: Some people do not:

  4. What is velocity? • Velocity is the rate and direction of change. Individual Examples • Donald Trump was born with more money and less debt than he has now – low velocity. • Prince William, born a Prince, will probably die a King – low velocity. • Someone who has parents that did not graduate from high school, who has a doctorate degree, and is now teaching college – high velocity. Organizational Examples • Google, Amazon, Apple, Zappos – moving fast; coming out of nowhere, they appeared.

  5. Strategy

  6. A Strategy is an “Irreducible Complexity” An irreducible complexity cannot be explained by just understanding the parts – you have to see the parts in relation to the whole; like the mouse trap.

  7. Looking at Systems: Like a Hurricane • Velocity • Wind • Water Moving in a circular pattern.

  8. You can’t understand the Mouse Trap until you understand all of the “parts” Just like strategy: • Short Term • Intermediate • Long Term • Projected Velocity • Contingency Plan • Incorporate all of the Landscape/Boundaries/Authority/Roles/Tasks • Financial Implications

  9. References • Behe, H. (2006). Darwin’s Black Box. Touchstone Publishing. New York. • Porter, M & Kramer, M. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review (December), p. 78. Chermack, T. (2011). Scenario Planning in organizations. Berrett-Koehler Publishers, Inc. San Francisco, CA. • Senge, P. (2006). The fifth discipline; The art and practice of the learning organization. New York: Doubleday Publishers. • Senge, P. (2008). The necessary revolution: How individuals and organizations are working together to create a sustainable world. New York: Doubled • Senge, P., Scharmer, C., Jaworski, J., Flowers, B. (2005). Presence. An exploration of Profound Change in People, Organizations, and Society. Random House Publishers, New York. • Porter, M & Kramer, M. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review (December), p. 78.

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