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Synopsis

To stay afloat and stay ahead, executives need a systematic way to apply their strategy to the ever-changing circumstances of the industry, market demands or customer needs. That is why having access to various frameworks and models is essential. Our Business Strategies and Frameworks (Part 2) provides proven strategy and operations tools you can use to perfect your planning, forecasting and implementation style.

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50 questions and answers
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Some strategies that can be used to improve implementation style include: adopting a flexible approach to adapt to changing circumstances, using proven strategy and operations tools for planning and forecasting, and continuously learning and updating knowledge about various frameworks and models.

These tools can help in improving business growth by providing a systematic way to apply business strategy to the ever-changing circumstances of the industry, market demands, or customer needs. They can enhance planning, forecasting, and implementation style, which are crucial for business growth.

There are several strategies that can be used to improve forecasting in business. These include: using a combination of quantitative and qualitative methods, incorporating data from a variety of sources, regularly updating forecasts as new information becomes available, and using technology to automate and streamline the forecasting process. It's also important to continually review and adjust your forecasting methods to ensure they remain accurate and relevant.

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Slide highlights

This slide showcases the 8D Process – a detailed, team-oriented way to solve the production process problems. The method focuses on finding the root cause of a problem, as well as developing and implementing an action plan.

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One of the reasons to explore Blue Ocean Leadership is its effectiveness due to the fact that the people managers oversee and report to are actively involved in identifying what's effective and what isn't, per Harvard Business Review (HBR).

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Potential future developments in the 8D Process could include the integration of more advanced technology, such as AI and machine learning, to better identify and solve production process problems. As for Blue Ocean Leadership, future advancements could involve more comprehensive methods for identifying effective and ineffective leadership practices, possibly through the use of data analytics and real-time feedback systems.

The 8D Process and Blue Ocean Leadership can be adapted to different business contexts in several ways. For the 8D Process, it can be tailored according to the specific problem at hand, the nature of the business, and the team's capabilities. It's a flexible process that can be used in various industries and for different types of problems. As for Blue Ocean Leadership, it can be adapted by identifying the key leadership tasks that are crucial in the specific business context and focusing on them. The involvement of people managers and their reports in identifying what's effective and what isn't can also be adjusted according to the business context.

Some of the trends in the field of business strategy and leadership include the use of detailed, team-oriented problem-solving methods like the 8D Process. This method focuses on finding the root cause of a problem and developing and implementing an action plan. Another trend is the exploration of Blue Ocean Leadership, which is effective due to the active involvement of people managers in identifying what's effective and what isn't.

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Overview

This deck includes the following business strategy frameworks: Offshoring Strategy Framework, Cradle to Cradle (C2C), Disruptive Innovation, Economic Value Added (EVA), Bass Diffusion Model, DuPont Analysis, Stage-Gate Model, CYNEFIN Framework, 8D Process, Innovative Cycle, Organizational Configuration, Focus-Energy Matrix, Schein's Three Levels of Culture, Architecture Development Method (ADM), Trompenaars' Dimensions, Risk-Reward Analysis, SMART Targets, Investment Stages, The 7 Habits of Highly Effective People, Compensation Model, CAGE Distance Framework, Belbin's Team Roles, Competing Values Framework (CVF), ADL Matrix, Generic Strategies, Bottom of the Pyramid (BOP), Core Quality Quadrant, Seven Levels of Sustainability, BOP Framework, Two-Factor Theory, Balancing Transparency, DMIS Model, Total Perceived Service Quality, Identity and Image (Birkigt/Stadler), Kotter's 8 Step Change, MDA Framework, Business Process Management (BPM), Cialdini's Seven Principles, Model of Entrepreneurship, Gain Sharing, Elaboration Likelihood Model (ELM), Blue Leadership, Aakker's Brand Equity, 3R Model, Service-Profit Chain, AMO Model, Situational Leadership, Boonstra's 8 Routes for Cultural Change, Situational Crisis Communication Theory (SCCT) and Interpersonal Circumplex.

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The Bottom of the Pyramid (BOP) is a socio-economic concept that allows us to see a large, but often overlooked, market. It refers to the poorest of the poor in the world's economic structure, those with the least wealth. In business, it is used to identify and serve this untapped market. Companies can develop cost-effective products and services to meet the needs of this segment, thereby not only generating profits but also contributing to poverty alleviation.

Generic Strategies refer to the basic strategies that a company can adopt to gain competitive advantage in its industry. These strategies were first proposed by Michael Porter in 1980 and include three main types: Cost Leadership, Differentiation, and Focus. Cost Leadership strategy involves becoming the lowest cost producer in the industry. Differentiation strategy involves making your products or services unique and attractive to consumers. Focus strategy involves targeting a specific, narrow part of the market. Each of these strategies requires a different set of activities to be successful.

The ADL Matrix, also known as the Arthur D. Little Strategic Condition Matrix, is a management tool used to analyze the competitive position of a business in relation to its main competitors. It helps businesses to understand their strategic position and make decisions accordingly. The impact on businesses can be significant as it can help identify strengths and weaknesses, opportunities for growth, and areas that need improvement. It can also guide strategic planning and decision-making processes.

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Expert advice

In his article for HBR, Martin Reeves, the chairman of the BCG Henderson Institute in San Francisco says the following prevents executives from avoiding the strategy traps:

  1. Misplaced confidence – in order to choose the right strategic style, one must first accurately evaluate the predictability and malleability of the environment. As a part of the study conducted under Reeves' leadership, executives' perceptions with objective measures of their actual environments were compared. A strong tendency to overestimate both factors was revealed as a result – over 80% of the executives said that "achieving goals depended on their own actions more than on things they could not control."
  2. Unexamined habits – although the majority of the executives surveyed agreed that building the adaptive capabilities required to address unpredictable environments was important, fewer than one in five felt sufficiently competent in them. Nearly 80% said that in practice they begin their strategic planning by articulating a goal and then analyzing how to get there. 70% said that they value accuracy over speed of decisions, even when they are well aware that their environment is fast-moving and unpredictable. As a result, a lot of time is being wasted making untenable predictions when a faster, more experimental approach would be more effective.
  3. Culture mismatches – the study found that many executives find adaptive capabilities important, but these capabilities can be highly countercultural to implement. "Classical strategies aimed at achieving economies of scale and scope often create company cultures that prize efficiency and the elimination of variation. These can of course undermine the opportunity to experiment and learn, which is essential for an adaptive strategy," Reeves concludes.
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The effectiveness of a business strategy can be measured in several ways. Some of the most common methods include tracking key performance indicators (KPIs), monitoring financial results, conducting customer satisfaction surveys, and analyzing market share changes. Additionally, the achievement of strategic goals and objectives set at the beginning of the strategy implementation can also serve as a measure of effectiveness. It's also important to assess the adaptability of the strategy in response to changes in the business environment.

Businesses can better equip their executives with the skills needed for adaptive strategic planning by encouraging them to accurately evaluate the predictability and malleability of their environment. This involves understanding that achieving goals often depends on factors beyond their control. Additionally, executives should be trained to build adaptive capabilities to address unpredictable environments. This could involve shifting their strategic planning approach from setting a goal and analyzing how to get there, to being more flexible and adaptable in their planning. They should also be encouraged to value the speed of decisions, especially in fast-paced environments.

Common pitfalls in strategic planning include misplaced confidence and unexamined habits. Misplaced confidence can lead to overestimating one's control over achieving goals, while unexamined habits can result in a lack of adaptive capabilities for unpredictable environments. These pitfalls can be avoided by accurately evaluating the predictability and malleability of the environment, and by building adaptive capabilities to address unpredictable environments. It's also important to value the speed of decisions in fast-paced environments.

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Case study

Netflix and offshoing strategy

According to The New York Times, Booz Allen Hamilton, a management consulting firm and Duke University studied 600 companies and found a continued increase in offshoring, in which call centers are moved overseas. Netflix happens to be one of these companies.

In 2007, Netflix did something quite uncommon for a web-based venture: the company completely eliminated email-based customer service inquiries. All questions, complaints and suggestions from the Netflix users go to the 24/7 call center abroad. This move, according to the experts, is as smart as it is innovative because it's customer-centric (and more financially efficient). Matt Mani, a senior associate at Booz Allen told The New York Times: "I don't think there's any trend to pull back. This is a unique strategy for Netflix. There's so much more competition. This is something they've done to get closer to the customer, because, without that, there's really no connection a customer has to Netflix."

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