Strategy in Action 13: Resourcing Strategies - PowerPoint PPT Presentation

strategy in action 13 resourcing strategies n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Strategy in Action 13: Resourcing Strategies PowerPoint Presentation
Download Presentation
Strategy in Action 13: Resourcing Strategies

Loading in 2 Seconds...

play fullscreen
1 / 37
Strategy in Action 13: Resourcing Strategies
0 Views
Download Presentation
williamswoods
Download Presentation

Strategy in Action 13: Resourcing Strategies

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Strategy in Action 13: Resourcing Strategies

  2. Learning Outcomes (1) • Analyse the resource management issues that are important to achieving strategic success in four key resource areas: • The management of people • Access to and processing of information to build capabilities and change business models and/or managerial processes 13-2

  3. Learning Outcomes (2) • The management of finance to create financial value, fund strategic developments and address the differing financial expectations of stakeholders • The management of technology to address changing competitive forces on an organisation and improve strategic capability • Address the integration of resources and competences across resource areas to underpin the success of strategy 13-3

  4. Exhibit 13.1 Resourcing Strategies Information People Organisational strategies Finance Technology 13-4

  5. What are Resourcing Strategies? Resourcing strategiesare concerned with the two-way relationship between overall business strategies and strategies in separate resource areas such as people, information, finance, and technology. 13-5

  6. Exhibit 13.2 Strategy and People People as a resource Strategy People and behaviour Organising people 13-6

  7. Traditional HR Activities Viewing People as Resources • Audits • Goal-setting and performance assessment • Planning of rewards • Recruitment and retention • Training and development plans 13-7

  8. People and Behaviour • Understanding the need to change organisational paradigms • Seeing role as ‘shapers of context’ • Understanding the relationship between behaviours and strategic choices • Being realistic about the difficulty and time-scales in achieving change • Being able to vary style of managing change 13-8

  9. Roles of the HR Function Service provider Regulator Advisor Change agent 13-9

  10. Customer Relations at KLM • Were KLM’s HR policies adequate for delivering on the promise of the Reliable Airline? • How did the behaviour of front-line staff influence the actual service delivery? • What could be changed to improve the consistency of service delivery? 13-10

  11. Exhibit 13.3 Competitive Advantage Through People 13-11

  12. Exhibit 13.4 Strategy and Information 13-12

  13. Information and Strategic Capability Improving product/service features Competitive performance Ease/difficulty of imitation Competitive positioning 13-13

  14. Lower prices Improved pre-purchase information Easier, faster purchasing Shorter development times Product or service reliability Personalised products Improved after-sales service Information and Product/Service Features 13-14

  15. What is Data Mining? Data miningis the process of finding trends, patterns, and connections in data in order to inform and improve competitive performance. 13-15

  16. Information and Competitive Positioning Routinisation – Cost Reduction Mass customisation – more Product Features Customisation – advanced information 13-16

  17. Information and Business Models Electronic processing Extended functions New functions Internal changes 13-17

  18. Exhibit 13.5 Changing Business Models 13-18

  19. ZOPA Leverages DIY Craze • How has ZOPA changed the business model for lending and borrowing? • List the advantages and disadvantages for lenders and borrowers of dealing with ZOPA instead of a bank. • How could the banks respond? 13-19

  20. Exhibit 13.6 Strategy and Finance Managing for value Strategy Funding strategies Financial expectations 13-20

  21. What is Managing for Value? Managing for valueis concerned with maximising the long-term cash-generating capability of an organisation. 13-21

  22. Value Creation Funds from operations Investment in assets Financing costs 13-22

  23. Exhibit 13.7 Financial Aspects of Value Creation 13-23

  24. Funding Strategies Sources of funds Business and financial risks Portfolio issues Mergers and acquisitions 13-24

  25. Exhibit 13.8 Balancing Business and Financial Risk 13-25

  26. Exhibit 13.9 Strategy and Technology Technology and the competitive situation Strategy Technology and strategic capability Organising technology 13-26

  27. Exhibit 13.10 Matching Technology Strategies to Markets 13-27

  28. Exhibit 13.11 Developing or Acquiring Technology 13-28

  29. Organising Technological Development Location and funding Global vs local development Organisational processes 13-29

  30. Exhibit 13.12 Funding and Location of R&D 13-30

  31. What is a Stage-Gate Process? A stage-gate processis a structured review process to assess progress on meeting product performance characteristics during the development process and ensuring that they are matched with market data. 13-31

  32. Exhibit 13.13 Resource Integration in a New Product Launch 13-32

  33. Chapter Summary (1) • There is a two-way relationship between resource management and strategic success • In all resource areas, the critical question is how resource management systems contribute to the creation and integration of knowledge • People affect success both formally and informally • Information is a key resource of particular importance given the advances in information technology 13-33

  34. Chapter Summary (2) • Finance is a resource of central importance in all organisations • Technology development affects the competitive forces of an organisation and its strategic capability • Organisations needs to be able to integrate resources and competences across resource areas to support current and new strategies 13-34

  35. Key Debate: Resources or Revolution? • Compare the resources of Nestle and Starbucks in the late 1980s and early 1990s. Why didn’t Nestle lead in the creation of the coffee bar fashion? • What implications does the failure of Nestle have for other powerful incumbents in their present markets? 13-35

  36. Case Example: Video Games • Identify how the ‘business model’ for the industry changed as information technology capability improved. Where might the next changes of business model be? • What were the human resource implications of the changing ‘shape’ of the games industry to the different ‘players’? 13-36

  37. Case Example: Video Games • Use Exhibit 13.8 to undertake a critique of the extent to which financial strategies are appropriate to the industry. 13-37