Enhancing visualisation to communicate and execute strategy

2014 ◽  
Vol 7 (2) ◽  
pp. 109-126 ◽  
Author(s):  
Kristy de Salas ◽  
Craig Huxley
Keyword(s):  
Corporate Strategy ◽  
Strategy Development ◽  
Business Success ◽  
Strategy Execution ◽  
Content Type ◽  
Strategic Objectives ◽  
Process Maps ◽  
Development Methodology ◽  
Holistic Understanding ◽  
Strategic Goals

Purpose – Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues. Design/methodology/approach – This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined. Findings – Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness. Originality/value – Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.

Corporate strategy development and related management development: the case for the incremental approach, part 2 – implications for learning and development

2006 ◽  
Vol 38 (7) ◽  
pp. 354-359 ◽  
Author(s):  
W. David Rees ◽  
Christine Porter
Keyword(s):  
Corporate Strategy ◽  
Management Development ◽  
Strategy Development ◽  
Learning And Development ◽  
Content Type ◽  
Incremental Development ◽  
Management Learning ◽  
Incremental Approach ◽  
Client Group ◽  
The Uk

PurposeTo examine the case for the incremental development of corporate strategy and the implications for management learning and development.Design/methodology/approachThe authors use their background in consultancy and management development in the UK and abroad to examine the potential dangers of comprehensive innovations in corporate strategy and the potential benefits of an incremental approach. In Part 2 of the article they rely on their academic experience in a wide variety of institutions in the UK and abroad to consider the related issues of management learning and development.FindingsThe two main dangers with the development of a comprehensive corporate strategy were explained in Part 1 of this article. Sometimes the narrowness of the consideration of corporate issues may be replicated in taught programmes in business schools where the human factors in particular may not be given sufficient attention. A broad based consideration of corporate strategy may create a greater emphasis on the incremental approach. A related issue is that there may be a mismatch between the needs of the client group on taught programmes and syllabus coverage, particularly because of the perceived branding value of the term “strategy”.Research limitations/implicationsThe authors have relied partly on case study examples to make their case for a greater emphasis on the incremental development of corporate strategy and related academic coverage of the subject. Their main thesis is that if the process whereby strategy is developed is deficient, then the results may well be counter‐productive. One of the ways to try and prevent this is to ensure that related learning and development is appropriate.Originality/valueThe two part article is a necessary examination of the dangers of corporate strategy development that is based on too narrow a range of functions and disciplines. The same limitations can be replicated in academic coverage of the area. The article is meant to engender a necessary scepticism about the way corporate strategy can be realistically developed and covered academically. Constructive advice is also given about broad based strategy development and related management learning and development.

Abrau-Durso: reviving the 140-year-old Russian wine brand

2020 ◽  
Vol 10 (2) ◽  
pp. 1-23
Author(s):  
Andrey Shapenko ◽  
Sergey Martynov
Keyword(s):  
Learning Outcomes ◽  
Corporate Strategy ◽  
Emerging Market ◽  
Strategy Development ◽  
Sparkling Wine ◽  
Content Type ◽  
Old Russian ◽  
Academic Level ◽  
Russian Economy ◽  
The Board Of Directors

Learning outcomes The learning outcomes of this study are as follows: investigate a story of growth in a volatile emerging market environment; and discuss strategy development in a stagnating, highly competitive market. Case overview/synopsis In October 2017, Pavel Titov, the owner and Chairman of the Board of Directors of Abrau-Durso Group, assigned a large international consulting firm to assist him in the development of a new corporate strategy. It was 11 years since the Titov family had taken over the then-struggling iconic sparkling wine manufacturer. The Titovs invested heavily into the enterprise with the dream of reviving the century-old brand, and turned the company around: in 2017, Abrau-Durso was the No. 1 sparkling wine brand in the Russian market. However, the shareholders wanted the company to grow further and believed that it was possible to generate more value. How could the company continue growing and increase its value at a time when the wine market was stagnating and the Russian economy was going through a rough period? Complexity academic level Masters level (MBA, Executive MBA). Supplementary materials Teaching Notes are available for educators only. Subject code CSS: 11: Strategy.

Alignment: the foundation of effective strategy execution

2017 ◽  
Vol 66 (8) ◽  
pp. 1043-1063 ◽  
Author(s):  
Amit Kumar Srivastava ◽  
Sushil
Keyword(s):  
Action Plan ◽  
Large Sample Size ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Content Type ◽  
Managerial Action ◽  
Strategic Goals ◽  
Hierarchical Relationships ◽  
Multi Method Approach ◽  
Framework Development

Purpose Understanding a lack of strategy execution research, especially a lack of execution frameworks, the purpose of this paper is to focus on building a model of one of the most classic aspects of effective strategy execution, i.e. alignment. The proposed framework of alignment demonstrates linkages among different factors of alignment and suggests a managerial action plan to successfully convert strategic goals into execution performance. Design/methodology/approach This study develops an empirically tested framework of “alignment” that can be used to plan effective strategy execution. The research context of the study is the firms operating in the infrastructure sector of India. A multi-method approach, combining qualitative and quantitative techniques, has been adopted with emphasis on the interpretation of the framework to suggest managerial actions. Findings This study shows that structure-strategy linkage is the most fundamental task of strategy execution. However, there are other aspects of alignment also that are critical. Also, there exist hierarchical relationships among different alignments. The structural understanding of alignment is required to set strong foundation for execution process. Research limitations/implications This study is limited to firms in the infrastructure sector of India. A questionnaire survey approach may invite some bias in response. Also, a large sample size could have been more useful to generalize findings. The proposed framework in this study suggest that the alignment of structure with strategy is important but not sufficient for effective strategy execution. There exist hierarchical relationships, among the factors of alignment, showing a dependence-driving relationship. Practical implications Strategy execution is one of the biggest challenges that corporations have been facing. The existing literature has identified many issues leading to effective strategy execution. The “alignment” aspect of execution has been the most talked about. There are different levels of alignment required for successful strategy execution. Literature suggests some of the key areas of alignment. However, there has been a lack of frameworks demonstrating linkages among different alignments to facilitate effective strategy execution. Originality/value There is a lack of strategy execution frameworks, especially reflecting on the alignment aspect of strategy execution. This study focuses not only on “how” of the framework development but also on the “why” aspect of the same. The interpretation approach also helps in pondering on the contextual realities.

Corporate strategy development via numerical situation analysis

2014 ◽  
Vol 21 (4) ◽  
pp. 619-633 ◽  
Author(s):  
Alan Davies ◽  
Elwyn John ◽  
Andrew Thomas
Keyword(s):  
Corporate Strategy ◽  
Planning Process ◽  
Senior Management ◽  
Strategy Development ◽  
Design Development ◽  
Situation Analysis ◽  
Content Type ◽  
Manufacturing Company ◽  
Strategic Options ◽  
Over Time

Purpose – Using the numerical situation analysis (NSA) technique in the development of corporate strategy provides senior managers with a suitable methodology for the creation of alternative strategic options. Subsequently, it may be used to evaluate those options for possible selection and implementation by the company concerned. In addition, the technique provides a graphic temporal point description of an organisation's strategic situation. Consequently, the aim of this paper is to outline the technique of NSA via a hypothetical example and thereby illustrate its use in practice. Design/methodology/approach – By using a paradigm approach, the paper indicates the correct application of the NSA technique as a means of defining and evaluating alternative strategic options within a manufacturing company. As proposed, the methodology also permits several graphic illustrations of the strategic situation to be drawn, along with a scheme for monitoring the effectiveness of an adopted strategy. Findings – The evolution of the suggested NSA technique and its application to the formulation of strategic options for a manufacturing company are outlined in the paper. In practice, its application in four differing industries has resulted in some caveats regarding its use, and to some provisional conclusions being drawn in respect of its usefulness to senior management. These are recorded in the concluding section of the paper. Research limitations/implications – The design, development and application of NSA proposed in this paper together with the experience of its implementation and use, in practice, highlight a potentially useful extension to existing methods of strategy formulation. The methodology offers senior management a technique, whereby alternative strategic options may be defined and evaluated for possible adoption along with diagrammatic illustrations of an organisation's strategic situation. In addition, the approach allows a selected strategy to be monitored over time for effectiveness, thus providing an early warning mechanism in respect of strategic inutility. Originality/value – The paper contributes to the existing knowledge based on strategy development, evaluation and selection. It also provides a mechanism for monitoring a selected strategy for effectiveness over time and a structured framework for senior management to undertake the strategic planning process. It may when used in practice achieve an improved level of strategic understanding on the part of senior management and thereby stimulate improved corporate performance.

The alignment of HR management actions to achieve strategic organizational goals

2019 ◽  
Vol 27 (4) ◽  
pp. 1-3
Keyword(s):  
Vertical Alignment ◽  
Empirical Examination ◽  
Content Type ◽  
Organizational Goals ◽  
Strategic Objectives ◽  
Horizontal Alignment ◽  
Hr Practices ◽  
Hr Management ◽  
Strategic Goals ◽  
Goals And Objectives

Purpose The review is based on “Testing horizontal and vertical alignment of human resource (HR) practices designed to achieve strategic organizational goals”, by Martinson and De Leon, (2018), published in Journal of Organizational Effectiveness: People and Performance. Design/methodology/approach This research paper concentrates on the alignment of HR goals and objectives with the strategic objectives of the organization (vertical alignment) and how the HR goals and objectives align with each other (horizontal alignment). Findings The results suggest that aligning HR management practices (HRMP) with organizational strategic goals does increase the probability of achieving these objectives. In addition, aligning HRMP with each other further strengthens the likelihood of achieving the strategic goals. Practical implications Therefore, for organizations to optimize performance and gain a competitive advantage through protecting their investment in human capital and decreasing voluntary turnover, both vertical and horizontal alignment should be implemented. Originality/value This paper has an original approach by providing a unique empirical examination of an organization’s implementation of HR practices designed to achieve stated strategic objectives through a large-scale study.

What should be centralized and what should not: that is the question within a school of business context

2020 ◽  
Vol 10 (2) ◽  
pp. 1-27
Author(s):  
Luz Maria Rivas ◽  
Stefania Correa
Keyword(s):  
Corporate Strategy ◽  
Academic Programs ◽  
Shared Services ◽  
Strategy Execution ◽  
Content Type ◽  
Business Context ◽  
Strategic Issues ◽  
Joint Management ◽  
Academic Level ◽  
Michael Porter

Learning outcomes The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy issues, specifically, on the joint management of businesses (in this case, academic programs). Therefore, students are expected to be able to understand the managerial dilemma on centralization and decentralization; recognize the peculiarities of a shared services center (SSC); and decide on which services to centralize in an SSC. Case overview/synopsis Centralizing or not centralizing is a frequent managerial dilemma. This is a challenge faced not only by business managers but also by corporate level areas responsible for jointly managing various businesses. Resources and capabilities allocation is an essential process for strategy execution, specifically in corporate strategy that must answer the question: How to jointly manage businesses? Sharing services is a collaborative strategy which aims to increase efficiency by centralizing some processes related to this joint business management. Mario, Dean of the Escuela de Administración in Medellín, Colombia, intends to optimize the school resource allocation processes so that there is more equitable support between the different academic programs. For this, he has thought of creating an SSC as it is a practice that he has seen in prominent companies in the city. His idea is to start operating the SSC in early 2018; however, the particular character of a management school leads him to ask himself: What to centralize and what not to centralize? Complexity academic level This case of decision (Ellet, 2007; Sánchez et al., 2013) can be used to promote student learning of strategy courses both at advanced undergraduate levels and in graduate programs. Likewise, it can be used in workshops with executives and administrative personnel of companies that face the centralize–decentralize dilemma. These types of topics are the subject of study by both corporate strategy theorists who address the question of how to jointly manage business (Menz et al., 2015; Michael Porter, 1987) and consultants (Deloitte, 2012). It is desirable, although not mandatory, that students have some knowledge or experience in strategic issues and challenges associated with the administration of companies made up of various businesses (multi-business firms). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

Modeling organizational and information systems for effective strategy execution

2015 ◽  
Vol 28 (4) ◽  
pp. 556-578 ◽  
Author(s):  
Amit Kumar Srivastava ◽  
Sushil
Keyword(s):  
Action Plan ◽  
The Other ◽  
Large Sample Size ◽  
Effective Strategy ◽  
Strategy Execution ◽  
Content Type ◽  
Key Stakeholders ◽  
Strategic Goals ◽  
Effective Development ◽  
Control And Monitoring System

Purpose – The purpose of this paper is to develop a model of automate for effective strategy execution. Design/methodology/approach – Both exploratory and confirmatory modes of research using exploratory factor analysis, total interpretive structure modeling, and t-test techniques have been conducted. Findings – In the context of effective strategy execution, the organization support system has most driving power affecting appropriateness of other automate systems. On the other hand, the effective design and deployment of control and monitoring system dependent on other systems. The control and monitoring directly affects the success of strategy execution while the other systems affect execution through structural mediation suggested by the proposed model. Research limitations/implications – Though this study adopts multiple research methods, a comparatively large sample size would be more useful. The study also faces subjective limitation of the research context. There is possibility of participant’s biases while responding to five-point scale questionnaire. Practical implications – The driving-dependence linkages among the automate systems helps in developing appropriate managerial action plan to convert strategic goals into the results. The model helps in institutionalizing the systems as well as making them effective while linking them in structured relationship. Additionally, the integrated understanding of the automate systems helps promote a sense of purpose and shared meaning of systems among the key stakeholders, which smoothen the execution process. Originality/value – This study reviews and factorize different automate systems and identifies structured linkages among them to demonstrate the relative criticality of each systems and how effective development of one system leads to the effectiveness of other system. This study also adds methodological value extending triangulation along with the interpretative tool.

Shapeholders: managing them as allies, partners and significant constituents

2017 ◽  
Vol 45 (5) ◽  
pp. 41-48 ◽  
Author(s):  
Oleksiy Osiyevskyy ◽  
Vladyslav Biloshapka
Keyword(s):  
Business Models ◽  
Social Activism ◽  
Business Success ◽  
Content Type ◽  
Building Relationships ◽  
The Public ◽  
Short Run ◽  
Common Interests ◽  
The Subject ◽  
Practical Implications

Purpose The authors review the concept of building relationships with Shapeholders,: a broad group of players that have no financial stake in the company yet can substantively influence it. The process for doing this is the subject of a new book by Mark Kennedy, Shapeholders: Business success in the age of social activism. Design/methodology/approach The authors examine Mark Kennedy’s framework for managing the firm’s shapeholders, a model composed of seven basic steps (7A’s): Align with a purpose, Anticipate, Assess, Avert, Acquiesce, Advance common interests, and Assemble to win. Findings Managing corporate reputation in alliance with enlightened shapeholders is a potential defense against self-aggrandizing schemes to wantonly maximize shareholder value in the short run. Practical implications Managing shapeholders is part of the messy democratic process that works when power is apportioned fairly among those affected by a firm’s decisions, and this process underpins the winning business models of true market leaders. Social implications Stakeholders previously discredited as mere “mosquitos” have gained new power, particularly when their legitimate concerns and unfair treatment resonate with the interests of a significant segment of the public and influential shapeholders. Originality/value Shapeholders can create enormous opportunities for smart managers capable of effectively engaging with them.

Negotiation and corporate strategy

2019 ◽  
Vol 35 (2) ◽  
pp. 4-6
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Corporate Strategy ◽  
Organizational Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
Consistent Approach

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Negotiation is a key tool in delivering competitive advantage but requires a clear and consistent approach closely linked to organizational strategy. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Family dynamics and gender perspective influencing copreneurship practices

2018 ◽  
Vol 26 (1) ◽  
pp. 14-33 ◽  
Author(s):  
Mário Franco ◽  
Patricia Piceti
Keyword(s):  
Gender Roles ◽  
Empirical Evidence ◽  
Family Dynamics ◽  
Family Firms ◽  
Business Management ◽  
Business Success ◽  
Business Practices ◽  
Content Type ◽  
The Family ◽  
And Gender

Purpose The purpose of this paper is to understand the family dynamics factors and gender roles influencing the functioning of copreneurial business practices, to propose a conceptual framework based on these factors/roles. Design/methodology/approach For this purpose, a qualitative approach was adopted, through the analysis of seven businesses created by copreneurial couples in an emerging economy – Brazil. Data were obtained from an open interview with each member of the selected couples who are in charge of firm management. Findings The empirical evidence obtained shows that the most important factors for successful copreneurial family businesses are professionalization, dividing the couple’s tasks and business management. Trust, communication, flexibility and common goals are other essential relational-based factors for the good functioning of this type of family business and stability in the personal relationship. Practical implications It is clear that professionalization and the separation of positions and functions are fundamental for a balance between business management and the couple’s marital life. When couples are in harmony and considering factors such as trust, communication and flexibility (relational-based factors), the firm’s life-cycle and business success become real and more effective. Originality/value From the family dynamics factors and gender roles, this study focused on one of the most important and integrated family firm relationships, copreneurial couples. As there is little research on the heterogeneity of family firms runs specifically by copreneurial couples, this study is particularly important and innovative in the context of a developing economy, such as Brazil. Based on empirical evidence, this study was proposed an integrative and holistic framework that shows the functioning of copreneurial businesses practices.

Sign in / Sign up

Export Citation Format

Share Document