Introduction to Management Dr. Fred Mugambi Mwirigi JKUAT 1

What is Strategy  Strategy refers to the formulation of basic organizational missions, purposes and objectives, policies and program strategies to achieve them; and the methods needed to ensure that strategies are implemented to achieve organizational ends. 2

 Strategy formulation involves the interpretation of the environment and the development of consistent patterns in streams of organizational decisions.

There is no single universally accepted definition of strategy. There is also no one best way to create strategy, nor is there one best form of organization. 4

The world is full of contradictions and the effective strategist is one who can live with contradictions, learn to appreciate their causes and effects and reconcile them sufficiently for effective action.

No single model or theory can incorporate all the factors that influence major business decisions or all the possible combinations of these factors that could be faced. No one can anticipate the bizarre changes that occur in real world environments, or, even more important, the impacts of your own or others‘ creative innovations.

 Strategic decisions are concerned with: 1. The scope of an organisation's activities 2. The matching of an organisation's activities to its environment 3. The matching of an organisation's activities to its resource capability 4. The allocation and reallocation of major resources in an organisation 7

5. The values, expectations and goals of those influencing strategy 6. The direction in which an organisation will move in the long term 7. Implications for change throughout the organisation.

Definitions of Strategic Mgnt  … a systematic approach to a major and increasingly important responsibility of general management to position and relate the firm to its environment in a way which will assure its continued success and make it secure from surprises. [Ansoff (1990) Implanting Strategic Management] 9

Contd.  …the decision process that aligns the organization's internal capability with the opportunities and threats it faces in its environment. [Rowe et al. (1994) Strategic Management]

History of Strategic Mgt  After WW2 (Western world), most businesses were small and strategic issues were handled by the owner-manager or senior manager  1950s/60s - Expansion of org. size & business opportunities, necessitated systematic or formal ways of looking at the future, leading to long-term planning using formal-rational methods e.g. forecasting (the analytical school) 11

History of Strategic Mgt contd. Assumptions - organizations are purposeful, formal and exist in an objective environment; strategists can be trained to respond to the future and complexity in a controlled manner; strategic planning involves following a set of sequential procedures & using formal models; there are no biases in SP process; etc. 1970s - realized that formal planning often lacked relevance, its resultant plans were often “buried” and strategic decisions were often taken outside the formal Strategic Management process 12

The Strategic management Process  Pre-planning Activities  Strategic planning  Deployment  Implementation  Measurement and Evaluation 13

The Strategic Management Process: Another View 14 Environmental Scan or SWOT Emergent Strategies Strategic Learning and Strategic Thinking Ongoing Strategic Programming Strategic Goals Action Plans Tactics Deliberate/intended Strategies Benchmarking Gap Analysis Strategic Issues Mission/Vision Organizations Philosophy

(a) Pre- Planning Activities  Preparing Senior Management for strategic Planning  Gathering data about the organization and assessing the current state of the organization 15

(b) Deployment  Plan Completion With assistance of other staffers to complete the objectives, strategies and action plans based on the strategic foundation  Plan Communication Publishing and distributing the plan throughout the organization 16

(c) Implementation  Resourcing the plan Provision of the necessary resources (finance, staff, materials, equipment, info) for the implementation of the plan  Putting it into action Implementing the action plans Using the tactics  Managing the actions Implementing the controls Checking the performance indicators (PIs) 17

(d) Monitoring & Evaluation  Monitoring the planned activities and status of implementation and evaluating the achievement of targets is critical  Involves: collecting data (monitoring) analyzing and evaluating against targets communicating results making changes to the plan, if necessary 18

A View of Organizational Change  Where:  D is Dissatisfaction with the status quo  V is Vision for future  P is Practical next steps 19  = D x V x P

Strategic Planning: Introduction 20

Strategic Planning & Organizational Change  A process of developing and maintaining consistency or fit between an organization’s objectives and its resources and its changing ext. environ 21

Pyramid of strategic planning 22

Summary of Strategic Planning StageOutputs Where are we? External environmental analysis Internal environmental analysis Where do we want to go? New vision, mission & core values Strategic objectives HOW do we get there? Strategies Results and operational plans Required resources What practical next steps must be made to get there? Short-term budgets Short-term organizational, managerial, HR, etc. decisions and actions (“Quick Wins”) How do we monitor & evaluate the plan? M&E plan 23

Key Concepts  Vision  Mission  Core Values  Policies  Strategic objectives  Strategies

Strategies, Goals and Policies 25 Vision Medium term objectives Mission Strategic Objectives Short term objectives Operational Policies Grand Strategy Tactical Policies Strategic Policies Tactical Strategies Operational Strategies C.Vs

What is a Vision? Possible definitions: a. Answers the question: What will success look like in future? b. A mental perception of the kind of environment is to be created within a broad time horizon c. A shared image of what an org. wants to become – resonates with all & helps them feel proud, excited & part of something bigger… A Vision is more emotional than analytical – a dream… 26

Examples of Visions: “Become the company most known for changing the worldwide image of Japanese products as being of poor quality.” (Sony 1950s) To be a university of global excellence in training, research, and innovation for development (JKUAT) 27

What is a Mission? a. An elaboration of the vision statement b. Defines the basic reasons for the existence and helps legitimize existence in society c. Common intent to which everyone in the organization can point - captures the broad purpose and functions of the organization  Contents of a mission statement: Purpose statement – Why do we exist? What is the ultimate result of our work? Business statement – What activities do we do to accomplish the purpose? 28

Examples “To drive the integration of ICT in research and learning through quality, cost effective and efficient provision of ICT services and to be a key partner in the evolving information society” (Kenya Education and Research Network) To offer accessible quality training, research, and innovation in order to produce leaders in the fields of Agriculture, Engineering, Technology, Enterprise Development, Built Environment, Health and other Applied Sciences to suit the needs of a dynamic world (JKUAT) 29

Core values  Other names: guiding values, corporate philosophy or guiding principles  Definitions: a. the corporate values which are the guiding principles for corporate actions and ethical behaviour, define the character of relations with stakeholders, and set management style and corporate culture b. the organization’s essential and enduring tenets - a small set of timeless guiding principles that require no external justification c. reflection of the deeply held values and tend to be independent of the external environment 30

Contd.  CVs describe what organizational members: really care about hold dear makes them stick  Examples of CVs: integrity fairness and justice excellent and friendly customer service team work innovation professionalism, etc 31

SWOT  S&W are realistic and objective appraisal of the resources or capabilities that help (S) or deficiencies that hinder (W) an organization to accomplish its mission  O&T are ext. factors or situations that affect an org. in a favourable (O) or negative way (T)  SWOT usefulness: clarifies the conditions within which an organization operates provides good indication of strategies – build on S, take advantage of O & minimize the effects of W&T 32

SWOT 33 OT SHow can X use its strengths to take advantage of the available opportunities? How can X use its strengths to overcome the threats identified? WWhat does X need to do to overcome the identified weaknesses in order to take advantage of the opportunities? How will X minimize its weaknesses to overcome the identified threats?

Strategic Issues  A strategic issue (SI) is a fundamental challenge affecting an organization’s mandate, mission, product, service delivery or clients  Identifying SIs or Overarching Issues enables an organization to focus on the key challenges or policy choices  SIs should be are derived from SWOT analysis and consistent with the mission and vision  SIs are few  Objectives, strategies and activities are developed around strategic issues  Vital for strategic issues to be dealt with expeditiously & effectively for survival and prosperity 34

Importance of identifying SIs Focuses attention on what is really important Emphasizes issues rather than answers Can create “useful tension” necessary for true change Helps in identifying solutions 35

Strategic Objectives? Definitions: a. Broad statements about where the org. wants to be at some point in the future b. Goals to be achieved within a period of x years in order to address the SIs and meet the vision and mission in the context of core values c. The end state to be achieved – “sum total” of objectives = mission, vision  Note: Each strategic issue has preferably one or two strategic objectives 36

Strategies  Strategies are statements that set how the organization will achieve its objectives  They are the many ways to achieve objectives  Strategies define the alternatives selected by the organization 37

Factors Shaping the Choice of Company Strategy Company’s Strategic Situation Craft the strategy  External Factors  Internal Factors Social, political, regulatory and community factors Competitive conditions and industry attractiveness Company opportunities and threats to company’s well-being Resource strengths, capabilities, and weaknesses Influences of key executives Shared values and company culture Identify and evaluate alternatives Determine relevance of internal and external factors  External Factors

Formulate Strategy to Achieve Goals & Objectives Set Goals & Objectives Develop Vision and Mission Implement and Execute Strategy Improve/ Change Revise as Needed Revise as Needed Improve/ Change Recycle as Needed Task 1Task 2Task 3Task 4Task 5 Monitor, Evaluate, and Take Corrective Action Recap of the Process

Thank you 40