Principles of Strategic Management

MODULE 9:
Implementing Strategy:
Core Competencies, Reeingineering, and Structure

These copyrighted materials are being used with the express written permission of Richard D. Irwin, Inc., and are intended for the benefit of enrolled students using Thompson & Strickland, Strategic Management: Concepts and Cases (9th edition). All rights reserved. Copyright 1995 Richard D. Irwin, Inc. These files originally were created in PowerPoint format, and they have been transformed into "browser-friendly" HTML format with Microsoft's PowerPoint Internet Assistant.
Slide Index
Slide 1: INTRODUCTORY GRAPHIC
Slide 2: MODULE OUTLINE
Slide 3: NATURE OF THE STRATEGY IMPLEMENTATION TASK
Slide 4: THE STRATEGY IMPLEMENTER'S TASK
Slide 5: WHY IMPLEMENTING STRATEGY IS A TOUGH MANAGEMENT JOB
Slide 6: WHY IMPLEMENTING STRATEGY IS A TOUGH MANAGEMENT JOB
Slide 7: CHARACTERISTICS OF STRATEGY IMPLEMENTATION PROCESS
Slide 8: CHARACTERISTICS OF STRATEGY IMPLEMENTATION PROCESS
Slide 9: WHAT IS THE GOAL OF STRATEGY IMPLEMENTATION?
Slide 10: WHO ARE THE STRATEGY IMPLEMENTERS?
Slide 11: STRATEGIC MANAGEMENT PRINCIPLE
Slide 12: EIGHT MANAGERIAL COMPONENTS OF IMPLEMENTING STRATEGY
Slide 13: PRINCIPAL TASKS OF STRATEGY IMPLEMENTATION
Slide 14: PRINCIPAL TASKS OF STRATEGY IMPLEMENTATION
Slide 15: WAYS TO LEAD IMPLEMENTATION PROCESS
Slide 16: FACTORS INFLUENCING MANAGER IN LEADING IMPLEMENTATION PROCESS
Slide 17: BUILDING A CAPABLE ORGANIZATION
Slide 18: SELECTING PEOPLE FOR KEY POSITIONS
Slide 19: SELECTING PEOPLE FOR KEY POSITIONS
Slide 20: BUILDING A CORE COMPETENCE
Slide 21: BUILDING A CORE COMPETENCE
Slide 22: EXAMPLES OF CORE COMPETENCIES
Slide 23: EXAMPLES OF CORE COMPETENCIES
Slide 24: CREATING A CORE COMPETENCE
Slide 25: CREATING A CORE COMPETENCE
Slide 26: VALUE & POWER OF A CORE COMPETENCE
Slide 27: STRATEGIC ROLE OF TRAINING & RETRAINING
Slide 28: MATCHING ORGANIZATION STRUCTURE TO STRATEGY
Slide 29: MATCHING ORGANIZATION STRUCTURE TO STRATEGY
Slide 30: PINPOINTING STRATEGY- CRITICAL ACTIVITIES
Slide 31: GROUPING STRATEGY-CRITICAL ACTIVITIES INTO DEPARTMENT UNITS
Slide 32: WATCH OUT FOR WORK PROCESS FRAGMENTATION!
Slide 33: GUARD AGAINST ORGANIZATION DESIGNS THAT FRAGMENT ACTIVITIES
Slide 34: UNDERSTANDING STRATEGIC RELATIONSHIPS AMONG ACTIVITIES
Slide 35: WAYS TO COORDINATE FRAGMENTED ACTIVITIES
Slide 36: DETERMINING AUTHORITY & INDEPENDENCE TO GIVE EACH UNIT
Slide 37: DETERMINING AUTHORITY & INDEPENDENCE TO GIVE EACH UNIT
Slide 38: OUTSOURCING OF NON-CRITICAL ACTIVITIES
Slide 39: OUTSOURCING OF NON-CRITICAL ACTIVITIES
Slide 40: WHY STRUCTURE FOLLOWS STRATEGY
Slide 41: WHY STRUCTURE FOLLOWS STRATEGY
Slide 42: STRATEGIC MANAGEMENT PRINCIPLE
Slide 43: STRATEGY-DRIVEN APPROACHES TO ORGANIZATION STRUCTURE
Slide 44: FUNCTIONAL ORGANIZATIONAL STRUCTURES (Traditional)
Slide 45: FUNCTIONAL ORGANIZATIONAL STRUCTURES (Process-Oriented)
Slide 46: GEOGRAPHIC ORGANIZATIONAL STRUCTURE
Slide 47: A DECENTRALIZED LINE-OF-BUSINESS ORGANIZATION STRUCTURE
Slide 48: AN SBU ORGANIZATION STRUCTURE
Slide 49: A MATRIX ORGANIZATION STRUCTURE
Slide 50: SUPPLEMENTING FORMAL APPROACHES TO ORGANIZING
Slide 51: PERSPECTIVES ON ORGANIZING WORK
Slide 52: PERSPECTIVES ON ORGANIZING WORK
Slide 53: "PROS" OF TRADITIONAL APPROACHES TO ORGANIZING
Slide 54: "CONS" OF TRADITIONAL APPROACHES TO ORGANIZING
Slide 55: CURRENT TRENDS IN ORGANIZING
Slide 56: CURRENT TRENDS IN ORGANIZING
Slide 57: REENGINEERING CAN PROMOTE BETTER IMPLEMENTATION
Slide 58: REENGINEERING CAN PROMOTE BETTER IMPLEMENTATION
Slide 59: HOW TO REENGINEER & RESTRUCTURE

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