战略管理(第十一章).ppt

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1、Chapter11EmployingStrategyImplementationLeversOBJECTIVESUnderstandtheinterdependencebetweenstrategyformulationandimplementation1Demonstratehowtouseorganizationalstructureasastrategyimplementationlevers2Understandtheuseofsystemsandprocessesasstrategyimplemen

2、tationlevers3Identifytherolesofpeopleandrewardsasimplementationlevers4Explainthedualrolesthatstrategicleadershipplaysinstrategyimplementation5Understandhowglobalanddynamiccontextsaffecttheuseofimplementationlevers61FORMULATIONANDIMPLEMENTATIONStrategyformula

3、tionStrategyimplementationThecentral,integrated,externallyorientedconceptofhowwewillachieveourobjectivesArenasStagingVehiclesDifferentiatorsEconomiclogicImplementationLevers&StrategicLeadership2THREEQUESTIONSWhenafirmisexperiencingdifficulties,itsgoodto

4、askthreequestionsIsitsstrategyflawed?Istheimplementationofitsstrategyflawed?Arebothstrategyandimple-mentationflawed?3KNOWING–DOINGGAPPercentoflargecompanieswho……regardedthemselvesasgoodorexcellentatgeneratingnewknowledge…reportedhavinglaunchednewproducts

5、basedontheapplicationofnewknowledge14%(ofthesamefirms)46%3Source:J.PfeifferandR.I.Sutton,TheKnowing–DoingGap(Boston:HarvardBusinessSchoolPress,2000)4CAUSESOFTHEKNOWING–DOINGGAP:INTERNAL&EXTERNALRESISTANCEExternalInternalBusinessunitsCultureWhenCompaqtriedt

6、ocopyDell’sdirect-salesmodel,itmetstiffresistancefromCompUSA,BestBuy,andotherretailersSAPattemptedtolaunchconsultingservicetosupple-mentitscoretechnologyofferingbutfailedtoalignwithSAPculture5HOWWOULDYOUDOTHAT?–SAPAMERICA19921996RevenueEmployees1996Profitabi

7、lityCustomerserviceReputationNewCEOAgendaCulturalfocusoncostsProfessionalismHRpoliciesAccount“farming”(notjustgrowth)Web-basedsoftware6CEOCHALLENGE–IMPLEMENTSource:HambrickandCannella,“StrategyImplementationasSubstanceandSelling”[T]hestrategistwillnotbea

8、bletonaildowneveryactionstepwhenthestrategyisfirstcrafted,norshouldthisevenbeattempted.However,heorshemusthavetheabilitytolookaheadatthemajorimplementationobstaclesandask,“Isthisstrategyworkable