Samenvatting van samenvatting
STRATEGIE BLOK 3
Inhoud
Chapter 1 Introduction + lecture............................................................................2
Chapter 2 Strategizing + lecture............................................................................ 6
Chapter 3 Missioning and Visioning + lecture......................................................10
Chapter 6 Network Level Strategy + lecture........................................................21
Chapter 7 Strategy Formation + lecture..............................................................25
Chapter 8 + lecture.............................................................................................. 29
Chapter 9 Strategic Innovation + lecture.............................................................31
Chapter 10 The industry context + lecture..........................................................37
Chapter 12 The international context + lecture...................................................40
1
,Chapter 1 Introduction + lecture
Strategy content: combined decisions and choices that lead a company into
the future, ‘what’
Strategy process: how strategies come about, ‘how, who and when’
Stratexy context: circumstances for content and process to be calles strategy,
the ‘where’
Strategizing: determining the strategy (creative or logical)
Missioning and visioning: driving your strategic activities
Paradoxes are tensions that co-exist within the firm and persists
over time. They often arise when different stakeholders want
different things.
Strategy issues:
- Tools-driven: use tools for insight (SWOT, BCG) What do we need to fix the
problem?
- Problem-driven: first understand the problem, then choose the theory.
Levels of strategy (part of strategy content):
How can I use my core competencies to make the biggest advantage at this
level?
1. Network level: life between companies (alliance/partnership) all different
players the company partners with, who do I cooperate with and how do I
create value?
2. Corporate level: composition of activities of the organization
(corporation/group) who comes under my corporate umbrella? Create
synergies amongst different brands.
3. Business level: positioning in the market (operating unit, head of firm)
4. Functional level: organizing the functions within an organization (functional
department)
Industry content: is strategy compliance or choice? Do we satisfy a need or
create a need?
International content: globalization or localization? Satisfy local competitors or
international
Strategy process cycle:
Strategy formation: strategy can be deliberate or emergent
Strategic change: how do we build in adaptability?
Strategic innovation: how do we entrench innovation while
building our strengths?
Types of tensions:
1. Either/or problems
a. Puzzle: challenging problem with one best
solution
b. Dilemmas: annoying problem with two
possible solutions
2. Both/and problems
a. Trade-offs: when a choice is made the
balance is unstable and temporary
2
, b. Paradox: two opposite factors both seem to be good ‘best of both
worlds’
Dialectical enquiry: two opposites and the reader needs to look for an appropriate
option to handle both extremes.
Strategy synthesis:
- Range of ideas: present full range of ideas on strategy issues
- Point of contention: insights to major points of contention
- Stimulus for bridging: neither positions can be easily dismissed
- Stimulus for creativity: creatively deal with paradoxical situation
6 ways to deal with paradoxes:
1. Navigating: focus on one contradiction at a time, look for synergies
2. Parallel processing: split requirements into departments
3. Balancing: dynamic balance, choose best parts of the sides
4. Juxtaposing: manage different requirements simultaneously
5. Resolving: achieve a higher level of balance
6. Embracing: use tension as source for creativity and opportunity, accept
conflict
Reading 1 - Complexity: the nature of real-world problems (R.Mason and
I.Mitroff)
Every ‘real world problem’ is connected to another ‘real world problem.
- Only a few problems can be isolated seperataly, most come together
- A solution to a problem must be a solution to other problems
Environmental connectedness: connectedness between systems. Deviations in
elements transfer to other elements which make deviations even more big.
Wicked problems: intertwined web of problems. Complicated.
1. Interconnectedness: strong bonds connect every problem to other
problems
2. Complicated ness: feedback loops with strengthening or reducing effects
3. Uncertainty: problem exists in an uncertain environment
4. Ambiguity: problem can be seen in different ways
5. Conflict: conflict interest
6. Social constraint: various restraints create limitations
3
, Ways to deal with organized complexity:
1. Participation: active involvement of different groups of people.
2. Adversarial: doubt and counter-questions.
3. Integrative: it must form a complete picture together.
4. Thinking process of the policymaker: gain insight into the problem and its
complexity.
Reading 1.2 - Managing Strategic Contradictions, W. Smith and
M.Tushman
2 criteria for balanced strategic decisions:
1. Disruptive nature: balanced exchange, one advantage is given up by other
advantages
2. Integrative nature: seeing possible synergy, (by introducing soft lenses,
boosting normal)
Cognitive bias: how managers see a situation, search for information and make
decisions.
Cognitive frames: stable constructs that offer us a way to understand situations.
Cognitive processes: behaviors, routines, and managers' views on information.
Paradoxical frames: mental constructs in which managers recognize and accept
the simultaneous existence of contradictory forces.
Leader-centric teams: the integration of strategic opposites is mainly done by the
leader of the team, most successful when:
1. Individual roles, goals and rewards
2. Supporting integrator: conflicting agendas are integrated
3. High quality leadership: high quality with a lot of mutual understanding
happens little among team members.
4. Coaching leadership: aimed at integration
Reading 1.3 - Cultural constraints in management theories, G. Hofstede
Management in other economies:
- Germany: few leadership positions
- Japan: permanent employees are most important, no motivating manager.
- France: no matrix organization, social class decides manager, multiple
supervisors
4
STRATEGIE BLOK 3
Inhoud
Chapter 1 Introduction + lecture............................................................................2
Chapter 2 Strategizing + lecture............................................................................ 6
Chapter 3 Missioning and Visioning + lecture......................................................10
Chapter 6 Network Level Strategy + lecture........................................................21
Chapter 7 Strategy Formation + lecture..............................................................25
Chapter 8 + lecture.............................................................................................. 29
Chapter 9 Strategic Innovation + lecture.............................................................31
Chapter 10 The industry context + lecture..........................................................37
Chapter 12 The international context + lecture...................................................40
1
,Chapter 1 Introduction + lecture
Strategy content: combined decisions and choices that lead a company into
the future, ‘what’
Strategy process: how strategies come about, ‘how, who and when’
Stratexy context: circumstances for content and process to be calles strategy,
the ‘where’
Strategizing: determining the strategy (creative or logical)
Missioning and visioning: driving your strategic activities
Paradoxes are tensions that co-exist within the firm and persists
over time. They often arise when different stakeholders want
different things.
Strategy issues:
- Tools-driven: use tools for insight (SWOT, BCG) What do we need to fix the
problem?
- Problem-driven: first understand the problem, then choose the theory.
Levels of strategy (part of strategy content):
How can I use my core competencies to make the biggest advantage at this
level?
1. Network level: life between companies (alliance/partnership) all different
players the company partners with, who do I cooperate with and how do I
create value?
2. Corporate level: composition of activities of the organization
(corporation/group) who comes under my corporate umbrella? Create
synergies amongst different brands.
3. Business level: positioning in the market (operating unit, head of firm)
4. Functional level: organizing the functions within an organization (functional
department)
Industry content: is strategy compliance or choice? Do we satisfy a need or
create a need?
International content: globalization or localization? Satisfy local competitors or
international
Strategy process cycle:
Strategy formation: strategy can be deliberate or emergent
Strategic change: how do we build in adaptability?
Strategic innovation: how do we entrench innovation while
building our strengths?
Types of tensions:
1. Either/or problems
a. Puzzle: challenging problem with one best
solution
b. Dilemmas: annoying problem with two
possible solutions
2. Both/and problems
a. Trade-offs: when a choice is made the
balance is unstable and temporary
2
, b. Paradox: two opposite factors both seem to be good ‘best of both
worlds’
Dialectical enquiry: two opposites and the reader needs to look for an appropriate
option to handle both extremes.
Strategy synthesis:
- Range of ideas: present full range of ideas on strategy issues
- Point of contention: insights to major points of contention
- Stimulus for bridging: neither positions can be easily dismissed
- Stimulus for creativity: creatively deal with paradoxical situation
6 ways to deal with paradoxes:
1. Navigating: focus on one contradiction at a time, look for synergies
2. Parallel processing: split requirements into departments
3. Balancing: dynamic balance, choose best parts of the sides
4. Juxtaposing: manage different requirements simultaneously
5. Resolving: achieve a higher level of balance
6. Embracing: use tension as source for creativity and opportunity, accept
conflict
Reading 1 - Complexity: the nature of real-world problems (R.Mason and
I.Mitroff)
Every ‘real world problem’ is connected to another ‘real world problem.
- Only a few problems can be isolated seperataly, most come together
- A solution to a problem must be a solution to other problems
Environmental connectedness: connectedness between systems. Deviations in
elements transfer to other elements which make deviations even more big.
Wicked problems: intertwined web of problems. Complicated.
1. Interconnectedness: strong bonds connect every problem to other
problems
2. Complicated ness: feedback loops with strengthening or reducing effects
3. Uncertainty: problem exists in an uncertain environment
4. Ambiguity: problem can be seen in different ways
5. Conflict: conflict interest
6. Social constraint: various restraints create limitations
3
, Ways to deal with organized complexity:
1. Participation: active involvement of different groups of people.
2. Adversarial: doubt and counter-questions.
3. Integrative: it must form a complete picture together.
4. Thinking process of the policymaker: gain insight into the problem and its
complexity.
Reading 1.2 - Managing Strategic Contradictions, W. Smith and
M.Tushman
2 criteria for balanced strategic decisions:
1. Disruptive nature: balanced exchange, one advantage is given up by other
advantages
2. Integrative nature: seeing possible synergy, (by introducing soft lenses,
boosting normal)
Cognitive bias: how managers see a situation, search for information and make
decisions.
Cognitive frames: stable constructs that offer us a way to understand situations.
Cognitive processes: behaviors, routines, and managers' views on information.
Paradoxical frames: mental constructs in which managers recognize and accept
the simultaneous existence of contradictory forces.
Leader-centric teams: the integration of strategic opposites is mainly done by the
leader of the team, most successful when:
1. Individual roles, goals and rewards
2. Supporting integrator: conflicting agendas are integrated
3. High quality leadership: high quality with a lot of mutual understanding
happens little among team members.
4. Coaching leadership: aimed at integration
Reading 1.3 - Cultural constraints in management theories, G. Hofstede
Management in other economies:
- Germany: few leadership positions
- Japan: permanent employees are most important, no motivating manager.
- France: no matrix organization, social class decides manager, multiple
supervisors
4
