1 / 14

Roku-dan meta-framework

Roku-dan meta-framework. Strategic Management & Execution. Operation- alization (Translate to execute, Align actions). Strategic Analysis (validation, selection). Strategic Thinking (Differentiation, value proposition). RBV TCE Porter M&A theory Game Theory Diversification

dusty
Download Presentation

Roku-dan meta-framework

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Roku-dan meta-framework Strategic Management & Execution Operation- alization (Translate to execute, Align actions) Strategic Analysis (validation, selection) Strategic Thinking (Differentiation, value proposition) • RBV • TCE • Porter • M&A theory • Game Theory • Diversification • Generic strategies • Network externalities • Domain knowledge • Intuition • Framing • Context switching • Sense making • Communicate • Budgets • Pre-mortems • Process design • Deliberate • Emergent • Measurement • Adapting • Learning

  2. The Four Components • Strategic Thinking • Strategic Analysis • Operationalization (Where the rubber hits the road) • Execution & Management

  3. Strategic Thinking • Framing the problem • What really matters, what doesn’t? • Context switching • What other problems have similar features? • What do different frames / context imply • Projecting out • Translating (fitting) the new frame or context to the situation at hand Defining the problem / opportunity

  4. Asking the right questions • Questions should be • Tractable • “How can we double revenues”? is too big – break down into smaller questions • Actionable • “Why is the competition gaining ground”? isn’t • But these are: • “What do customers want”? (market research) • “What do we offer”? • “What are they offering” (competitive intelligence)

  5. Asking the right questions • Look at Small as well as Large issues – Small items compound • Use many different perspectives – Team Diversity • Focus on Day-to-Day – Where is the Action • Do not over simplify Interpretations – nothing is that simple • You do not have all the answers –Learn • Having Specific Domain Knowledge – the devil is in the detail

  6. Framing • Mental models (or ‘schemas’) • We all use mental models to represent a complex world • Models must include how things work (cause and effect) • Must be challenged and updated with mew information or changes • How you Frame shapes the solution • Activates different schemas • Logic of appropriateness • E.g. Opportunity (offense) or Threat (defense) • Adopt multiple Frames – multiple perspectives • Leaders must be careful not to impose personal frames

  7. Intuition • Look for Cues or Clues • Focus on Higher Impact • Pattern recognition & matching • Pattern matching produces scripts to follow • Strategic Imagination • project into the future

  8. Sensemaking • Most things are not Linear • Sensemakingis an iterative process • Trial and small errors • Sensemaking= understanding cause & effect • Sensemakingrelies on intuition

  9. Strategic Thinking • Gain insight… Asking the Right Questions Framing the Information 1. Strategic Thinking (Differentiation, value proposition) Strategic Thinking Sense Making Intuition and Strategic Imagination Internal Insight External Insight

  10. Strategic Analysis Financial Metrics Financial Metrics Customer Analysis Strategic Analysis (validation, selection) Customer Metrics Competitor Analysis Financial Metrics Operating Metrics Market Analysis Environmental Analysis Development Metrics Financial Metrics External Analysis Internal Analysis Miller / Okumoto, Inc.

  11. Operationalizatin • Creating Alignment Financial Metrics Strategic Themes Priorities Financial Metrics Operation- alization (Translate to execute, Align actions) Strategic Programs Financial Metrics Strategic Projects Financial Metrics Strategy Mapping Internal Alignment Miller / Okumoto, Inc.

  12. Management & Execution • Execute • Measure • Compare / assess • Correct… • Actions (SLL) • Goals (DLL) • Repeat Strategic Management & Execution

More Related