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Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 10

Chapter 10 - Building an organization capable of good strategy execution. After studying this chapter you will be able to: Gain command of what managers must do to promote successful strategy execution, understand why good strategy execution requires astute managerial actions to build core competencies and competitive capabilities, learn what issues to consider in organizing the work effort and why strategy-critical activities should be the main building blocks of the organizational structure,. | CHAPTER 10 BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION People, Capabilities, and Structure Student Version McGraw-Hill/Irwin Copyright ®2012 The McGraw-Hill Companies, Inc. A FRAMEWORK FOR EXECUTING STRATEGY Committing to Executing a Strategy: Entails figuring out the specific techniques, actions, and behaviors necessary for a smooth strategy-supportive operation. Following through to get things done and deliver results. Making things happen (leadership) and making them happen right (management). BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: WHERE TO BEGIN Assemble a strong management team and a cadre of capable employees. Renew, upgrade, and revise resources and capabilities to match chosen strategy. Create an organizational structure that is strategy-supportive. STAFFING THE ORGANIZATION Assemble a Strong Management Team: Planners who ask tough questions and figure out what needs to be done. Implementers who can select, manage, and lead the right people. Executors who turn decisions into actions that drive the changes that produce sustainable competitive advantage. Key Takeaway: A critical mass of talented activist managers BUILDING AND STRENGTHENING CORE COMPETENCIES AND COMPETITIVE CAPABILITIES Develop capabilities internally Acquire capabilities through mergers and acquisitions Access capabilities via collaborative partnerships Approaches to Build Building Competencies and Capabilities Developing Capabilities Internally Coordinate and integrate the efforts of work groups and departments Strengthen the firm’s base of skills, knowledge, and intellect Managerial Actions to Develop Competencies and Capabilities Setting Stretch Goals: From Capability to Competence Thinking strategically about a firm’s knowledge and skills base Thinking strategically about a firm’s opportunities and challenges Setting a stretch goal of developing an organizational ability to do something well Evolving the ability into a competence or . | CHAPTER 10 BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION People, Capabilities, and Structure Student Version McGraw-Hill/Irwin Copyright ®2012 The McGraw-Hill Companies, Inc. A FRAMEWORK FOR EXECUTING STRATEGY Committing to Executing a Strategy: Entails figuring out the specific techniques, actions, and behaviors necessary for a smooth strategy-supportive operation. Following through to get things done and deliver results. Making things happen (leadership) and making them happen right (management). BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: WHERE TO BEGIN Assemble a strong management team and a cadre of capable employees. Renew, upgrade, and revise resources and capabilities to match chosen strategy. Create an organizational structure that is strategy-supportive. STAFFING THE ORGANIZATION Assemble a Strong Management Team: Planners who ask tough questions and figure out what needs to be done. Implementers who can select, manage, and lead the right .