1. The Practice of Strategy The Strategist

2. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/20112 Learning Outcomes (1) Identify key people involved in strategy making, including top management, strategy consultants, strategic planners, and middle managers Identify key people involved in strategy making, including top management, strategy consultants, strategic planners, and middle managers Assess which people should be included in strategy making for different kinds of issues Assess which people should be included in strategy making for different kinds of issues

3. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/20113 Learning Outcomes (2) Evaluate different approaches to strategising activity, including analysis, issue selling, decision-making structures and communications Evaluate different approaches to strategising activity, including analysis, issue selling, decision-making structures and communications Recognise key elements in the various methodologies commonly used in strategising, including strategy workshops, projects, hypothesis testing and writing business cases and strategic plans Recognise key elements in the various methodologies commonly used in strategising, including strategy workshops, projects, hypothesis testing and writing business cases and strategic plans

4. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/20114 Exhibit 15.1 The Pyramid of Strategy Practice Strategists: Who? Strategising activities: What? Strategising methodologies: Which?

5. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/20115 The Strategists Chief Executive Officer Top management team Non-executive directors

6. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/20116 Characteristics of Effective Strategy Leaders Mastery of analytical concepts and techniques Mastery of analytical concepts and techniques Social and influencing skills Social and influencing skills Group acceptance as a player Group acceptance as a player

7. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/20117 What is a Strategic Planner? Strategic planners, also called corporate development managers, are managers with a formal responsibility for contributing to the strategy process.

8. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/20118 Tasks Performed by Strategic Planners Information and analysis Managers of the strategy process Special projects

9. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/20119 Roles Played by Strategy Consultants Analysing, prioritising, and generating options Transferring knowledge Promoting strategic decisions Implementing strategic change

10. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201110 Exhibit 15.2 The Access/ Execution Paradox

11. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201111 Exhibit 15.3 Who to Include in Strategy Making?

12. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201112 What is Strategic Issue Selling? Strategic issue selling is the process of winning the attention and support of top management and other important stakeholders for strategic issues.

13. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201113 Aspects of Strategic Issue Selling Issue packaging Formal or informal channels Sell alone or in coalitions Timing

14. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201114 Guidelines for Strategic Decision Making Build multiple simultaneous alternatives Build multiple simultaneous alternatives Track real-time information Track real-time information Seek the views of trusted advisors Seek the views of trusted advisors Aim for consensus, but not at any cost Aim for consensus, but not at any cost

15. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201115 Elements of a Communications Strategy FocusImpact Media Employee engagement

16. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201116 Strategy Methodologies Strategy workshops Strategy projects Hypothesis testing Business cases and strategic plans

17. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201117 What is a Strategic Workshop? Strategic workshops, also called strategy retreats, away-days, or off- sites, involve groups of executives working intensively for one or two days, often away from the office, on organisational strategy.

18. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201118 Workshops seeking to challenge existing preconceptions should… Insist on prior preparation Insist on prior preparation Involve participants from outside the senior executive team Involve participants from outside the senior executive team Involve outside consultants as facilitators Involve outside consultants as facilitators Break organisational routines Break organisational routines

19. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201119 Workshops connecting to subsequent action should… Make an agreed list of actions Make an agreed list of actions Establish project groups Establish project groups Circulate agreed actions Circulate agreed actions Make visible commitment by the top management Make visible commitment by the top management

20. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201120 What is a Strategy Project? Strategy projects involve teams of people assigned to work on particular strategic issues over a defined period of time.

21. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201121 Success Factors for Strategy Projects A clear brief or mandate Top management commitment Milestones and reviews Appropriate resources

22. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201122 What is a Business Case? A business case provides the data and argument in support of a particular strategy proposal.

23. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201123 Chapter Summary (1) The practice of strategy involves critical choices about who to involve in strategy, what to do, and which strategising methodologies to use The practice of strategy involves critical choices about who to involve in strategy, what to do, and which strategising methodologies to use Top managers, strategic planners, consultants, and middle managers are all involved in strategising Top managers, strategic planners, consultants, and middle managers are all involved in strategising Middle manager involvement in strategy can suffer from the CEO access/implementation responsibility paradox Middle manager involvement in strategy can suffer from the CEO access/implementation responsibility paradox

24. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201124 Chapter Summary (2) Strategising activity involves analysing, issue selling, decision making, and communicating Strategising activity involves analysing, issue selling, decision making, and communicating Practical methodologies to guide strategising activity include strategy workshops, strategy projects, hypothesis testing, and creating business cases and strategic plans Practical methodologies to guide strategising activity include strategy workshops, strategy projects, hypothesis testing, and creating business cases and strategic plans

25. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201125 Key Debate: What Good Are Strategy Consultants? What measures can a strategy consultant take to reassure a potential client of his or her effectiveness? What measures can a strategy consultant take to reassure a potential client of his or her effectiveness? Are there any reasons to suspect that some people might want to exaggerate criticisms of strategy consultants’ conduct? Are there any reasons to suspect that some people might want to exaggerate criticisms of strategy consultants’ conduct?

26. Exploring Corporate Strategy 8e, © Pearson Education 2008 BLB10089-3 pjc: Core Text Exploring Corporate Strategy 2008/2001, © Pearson Education 2008/201126 Case Example: Ray Ozzie Why was the Semiahmoo retreat not successful in creating sustained momentum around the issue of Microsoft’s core? Why was the Semiahmoo retreat not successful in creating sustained momentum around the issue of Microsoft’s core? Why was Ozzie more successful in creating follow-on action after the Robinswood retreat? Why was Ozzie more successful in creating follow-on action after the Robinswood retreat? Comment on Ozzie’s communications strategy with regard to the Internet Services Disruption. Comment on Ozzie’s communications strategy with regard to the Internet Services Disruption.