1. Strategy Classic and Contemporary Views 2016 722a22, 722a04 Per Åman WELCOME !

2. A classic topic 2

3. Strategy 3 ‘Strategy is not a detailed plan or program of instructions; it is a unifying theme that gives coherence and direction to the actions and decisions of an individual or an organization’ Robert Grant Leadership is a matter of poetry and plumbing James B March Strategy requires - Analytical skills: analysis, planning, execution -Integrative skills: holistic ‘design’ thinking, knowledge integration -Humanities skills: empathy, aesthetics, inclusiveness, leadership

4. Strategy in a contemporary context 4 Globalization Dynamics Intangibles Ethics and sustainability issues Scale, scope, reach, diversity, distance; costs, competition Pace, change, time, process, Innovation; product and process, uncertainty Knowledge, IPR, expressiveness, meaning, values Reputation, social responsibility, green

5. Evolution of competitive advantage 5 1970 1980 1990 2000 2010 1960 Big Best Fast Beautiful Market perspective Resource perspective

6. Big Per Åman Volume produces success ’Scale’, ’scope’, ’experience’, market share ’Scientific management’; natural science and quantitative analysis Statistics, equilibrium, alignment, optimization Strategies: build, hold, harvest Market perspective: ’Environment’ - ’Strategy’ - ’Structure’ Planning perspective: Analysis - Formulation - Implementation

7. Best Customer problem solving produces success Competitive advantage, industry structure, strategic groups Strategy as position, instrumental value added ’Industrial organization’, economics Competitive strategies: cost leadership, differentiation, focus Market and planning perspective

8. Fast Exploration-, exploitation- and change processes produce success - Exploitation processes – value chain, BPR, SCM, TQM, specialization, out-sourcing, off-shoring - Exploration processes – innovation, core competence, resources, cluster, project management, knowledge/ learning - Change processes - (r)evolution, processual strategy, strategic change, strategic intent - Resource based perspective - Processes, capabilities, time based competition

9. ”It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” Charles Darwin

10. Beauty Per Åman, PhD Stakeholder significance leads to business success Meaning, purpose, culture, identity, EQ, trust, narratives, CSR Experience, brand, image, product and process design, co-production of value New theory: ’Sensemaking’, social construction, institutional theory, ethics, aesthetics, symbolism… ’Enterprising’ does not only have a technical/ economic rationality

11. Course textbook PRELIMINARY 11

12. The SCCV course The canon, the classics and the contemporary Group diversity Sprek, Ekonomprogrammet, One-year master, HRM&D Master, and SMIO, Erasmus International Mixed workgroups English as course language Exams, reports, lectures, seminars etc. Master’s level Group variety: Previous knowledge differs Student activity Literature, assignments and reflection Market and resource/ organizational views. Inside and outside the organization(s). 12