blue ocean strategy chapter 8 n.
Skip this Video
Loading SlideShow in 5 Seconds..
Blue Ocean Strategy Chapter 8 PowerPoint Presentation
Download Presentation
Blue Ocean Strategy Chapter 8

Loading in 2 Seconds...

play fullscreen
1 / 23

Blue Ocean Strategy Chapter 8 - PowerPoint PPT Presentation

  • Uploaded on

Blue Ocean Strategy Chapter 8. Team 3 Mason Mitchell Randy Greinert Sarah Yelverton Alec Cooper. Build Execution into Strategy. Executing Blue Ocean Strategy Removing roadblocks is key, we are starting with a blank canvas. Want everything right the first time. . People.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Blue Ocean Strategy Chapter 8' - abram

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.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
blue ocean strategy chapter 8

Blue Ocean StrategyChapter 8

Team 3

Mason Mitchell

Randy Greinert

Sarah Yelverton

Alec Cooper

build execution into strategy
Build Execution into Strategy
  • Executing Blue Ocean Strategy
  • Removing roadblocks is key, we are starting with a blank canvas. Want everything right the first time.
  • A company is not only top management.
  • All members, top to bottom, are aligned around a strategy and support it.
  • You must create a culture of trust and commitment that motivates people to execute the agreed strategy.
  • People don’t like stepping out of their comfort zones, so implement the

strategy from the very beginning.

the sixth principle of bos
The Sixth Principle of BOS
  • To build people trust and commitment deep in the ranks and inspire their voluntary cooperation, companies need to build execution into strategy from the start.
  • Management risk is greater for blue ocean strategy because its execution often requires significant change.
poor process can ruin strategy execution
Poor Process can Ruin Strategy Execution
  • Water Based Liquid Coolants
  • Great Strategy, significantly reduced

the purchasing gap. Lead time.

  • Cut Failure rate from 50%-10%
  • Doomed from the start.
  • Never worked with their sales force so it interfered with the sales process.
  • Had to pull the system and work on building trust with its sales representatives.
power of fair process
Power of Fair Process
  • Fair process’ direct theoretical origin dates back to John W. Thibaut and Laurens Walker
  • In 1970 created procedural justice by combining psychology of justice with the study of process
  • They sought to understand what makes people trust a legal system so that they will comply with laws without being coerced
research results
Research Results
  • Established that people care as much about the justice of the process through which an outcome is produced as they do about the outcome itself
fair process exercised
Fair Process Exercised
  • When fair process is exercised in the strategy making process, people trust that a level playing field exists
  • This inspires them to cooperate voluntarily in executing the resulting strategic decisions
voluntary cooperation
Voluntary Cooperation
  • More than mechanical execution, where people only do what it takes to get by
  • Involves going beyond the call of duty, wherein individuals exert energy and initiative to the best of their abilities
3 e principles
3 E Principles
  • Consist of engagement, explanation, and clarity of explanation
  • Whether people are senior executives or shop floor managers, they all look to these elements
  • Means involving individuals in the strategic decisions that affect them by asking for their input and allowing them to refute the merits of one another’s ideas and assumptions
  • Engagement communicates management’s respect for individuals and their ideas
  • Means that everyone involved and affected should understand why final strategic decisions are made as they are
  • An explanation allows employees to trust managers’ decisions even if their own ideas have been rejected
  • Serves as powerful feedback loop that enhances learning
explanation clarity
Explanation Clarity
  • Requires that after a strategy is set, managers state clearly the new rules of the game
  • Employees should clearly be able to know the standards they are being judged by
  • The understanding of the goals are more important than the goals themselves
a tale of two plants

A Tale of Two Plants

Demonstrates how the three E principles of fair process play a role in a companies ability to implement a new strategy into an organization

As domestic demand fell in the elevator industry, sales for Elco, an elevator systems manufacturer, began to decline

Elco set out to implement a blue ocean strategy that would offer customers a greater value product while lowering its costs

the two plants
The Two Plants
  • Elco replaced its batch-maufacturing system with a cellular approach
  • The first step was to implement the new system at Elco’s Chester plant

- “They were the ideal work force”

  • The company then planned to implement the new system into the High Park plant

- They had created a strong union and were expected to “resist change”

the way the strategic shift was made
The Way the Strategic Shift was Made

Chester Plant

  • Ignored Engagement: Consultants were told to work quickly with little disturbance to employees and the plant manager was gone often
  • The Chester plant failed to Explain why the strategic changes were needed and being made
  • Managers didn’t clearly communicate with employees their Expectations under the new manufacturing process

“Trust and commitment at the Chester plant deteriorated quickly.”

the way the strategic shift was made1
The Way the Strategic Shift was Made

High Park Plant

  • Plant managers Engaged employees by introducing them to consultants
  • Plant meetings were held to discuss the declining business conditions, and the company Explained how they had seen other companies improve from implementing the cellular manufacturing system
  • Goals and Expectations were made clear to employees
importance of fair process
Importance of Fair Process

Managers discovered:

  • Violating fair process can result in employee distrust and resistance to change
  • Practicing fair process builds employee trust and gives them the ability to adapt and execute the most difficult strategic shifts
why does fair process matter

Why does fair process matter?


Not as labor, personnel, or human resources but as human beings who are treated with full respect and dignity and appreciated for their individual worth regardless of hierarchical level.


Individuals seek recognition that their ideas are sought after and given thoughtful reflection, and that others think enough of their intelligence to explain their thinking to them.

intellectual and emotional recognition theory
Intellectual and Emotional Recognition Theory

There is an eagerness to trust and cherish the individuals as well as a deep-seated confidence in the individuals knowledge, talents, and expertise.

When individuals feel recognized intellectually They are willing to share their knowledge. Creating active idea and knowledge sharing

When emotionally recognized they feel emotionally tied to the strategy and inspired to give their all.

violation of fair process
Violation of Fair Process
  • People will hoard ideas
  • They will also reject others intellectual worth
  • People will drag their feet
  • And my even sabotage the project

Voluntary Cooperation in Strategy Execution

Intellectual and emotional recognition

Fair Process

Trust and commitment

Refusal to Execute Strategy

Intellectual and emotional Indignation

Violation of Fair Process

Distrust and Resentment

intangible capital
Intangible Capital
  • Commitment, trust, and voluntary cooperation