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The strategic importance of the current economical tendencies for small and medium sized companies Plato Academy Fabiaan Van Vrekhem Wednesday 29/09/2010

How companies grow Each particular level is established to achieve particular objectives Level of complexity correlates 100% with the time-span of realisation of the objective Levels of workTime span Value for the present 1 – Quality 2 – Service 1 day – 3 months 3 months – 1 year Value for the future 3 – Practice 4 – Strategic Development 1 year – 2 years 2 years – 5 years Value systems 5 – Strategic Intent 6 – Corporate Citizenship 7 – Corporate Prescience 5 years – 10 years 10 years – 20 years 20 years – 50 years

Quality Service Practice Corporate Citizenship Strategic Intent Strategic Development Levels of work from a historical perspective Corporate Prescience Level III ( 1850)  Functional execution  Success was seen to be driven by the single function/holon of production  “You can paint it any color, so long as it’s black”.  Build capacity Level V (1970)  Relative Competitive position  Boston Consulting Group.  Profitability was a function of the relative competitive position of one business to all others in that industry  Value creation Level IV (1900)  Business Unit Profit  Profitability was recognized as the result of the interplay of new produc dev., production, sales, finance.  Value control Level VI (1980)  Industry structure  Michael Porter.  Industry profitability is a function of the relative power position not only with competitors, but also with suppliers, customers, and potential competitors  Build goodwill and value Level VII (2000)  Profitability is driven by Worldwide Industry and social structures  Succesful strategies at the higher levels were predicated on succesful execution of the strategic thinking at the lower levels.  Build society

QualityServicePractice Corporate Citizenship Strategic Intent Strategic Development Analysis of the Belgian companies (based on sales) 874 # COMPANIES Sales Gross Operating Margin GOM/fte

QualityServicePractice Corporate Citizenship Strategic Intent Strategic Development Example : Omega Pharma Corporate Prescience 811m euro euro “To be the most dynamic pan-European OTC company “ Continuous innovation Geographic expansion m euro Start Internationalization m euro

Human Capability – The origin of growth A person's capability to perform complex tasks is both a lifelong evolution and predictable. There is a 0.97 correlation between organisational layers and each step in complexity of mental processing and thus potential capability

Human Capability – The origin of growth Quality Service PracticeDevelopmentStrategic IntentCorporate Citizenship Corporate Prescience Placeholder text Managerial hierarchy Is a reflection of discontinuous steps in the nature of human capability

Human capability : Being in flow Touch and Feel Accumulating Connecting Modelling Weaving Revealing Previewing Quality Service Practice Strategic Development Strategic Intent Corporate Citizenship Corporate Prescience Complexity of the job Capability of the person

Demographic perspectives World population is ageing Life expectancy is increasing Growth of the world population Weight shifts from West to East

Demographic perspectives World population is ageing Life expectancy is increasing Growth of the world population Weight shifts from West to East  Consumption will increase  New needs  New market opportunities  Headquarters shift to the East  Level 4/5/6 jobs decrease in Europe  Innovation capability increase in the East  Level 1 jobs shift to the East  Increased competition from the East  Increasing demand for natural resources  Increasing mobility

Strategic intent Value creation Quality Cost reduction Service Cost control Strategic development Value control coherence judgement review Corporate citizenship Goodwill VIABILITY tangible measures REPUTATION intangible measures THE FUTURE possibilities G.Stamp/C.R.Vishwanath (1999) Practice Cost efficiency Cost reduces profit Competition on price and margin Cost is essential to create profit Competition on service and quality The paradox of strategy – how will demography affect your organization.