tailieunhanh - Lecture Crafting and executing strategy (15/e): Chapter 11 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble

Chapter 11 - 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,. | Building an Organization Capable of Good Strategy Execution Screen graphics created by: Jana F. Kuzmicki, . Troy University-Florida Region Crafting the Strategy Primarily a market-driven activity Successful strategy making depends on Business vision Perceptive analysis of market conditions and company capabilities Attracting and pleasing customers Outcompeting rivals Using company capabilities to forge a competitive advantage Executing the Strategy Primarily an operations-driven activity Successful strategy execution depends on Doing a good job of working through others Good organization-building Building competitive capabilities Creating a strategy-supportive culture Getting things done and delivering good results Crafting vs. Executing Strategy An action-oriented, make-things happen task involving management’s ability to Direct organizational change Achieve continuous improvement in operations and business processes Move toward operating excellence Create and nurture a strategy-supportive culture Consistently meet or beat performance targets Tougher and more time-consuming than crafting strategy Implementation involves . . . Executing the Strategy Implementing a New Strategy Requires Adept Leadership Implementing a new strategy takes adept leadership to Convincingly communicate reasons for the new strategy Overcome pockets of doubt Secure commitment of concerned parties Build consensus and enthusiasm Get all implementation pieces in place and coordinated Goals of the Strategy Implementing-Executing Process Unite total organization behind strategy See that activities are done in a manner that is conducive to first-rate strategy execution Generate commitment so an enthusiastic crusade emerges to carry out strategy Fit how organization conducts its operations to strategy requirements Fig. : The Eight Components of the Strategy Execution Process Communicate the case for change Build consensus on how to proceed Arouse enthusiasm for the strategy to turn . | Building an Organization Capable of Good Strategy Execution Screen graphics created by: Jana F. Kuzmicki, . Troy University-Florida Region Crafting the Strategy Primarily a market-driven activity Successful strategy making depends on Business vision Perceptive analysis of market conditions and company capabilities Attracting and pleasing customers Outcompeting rivals Using company capabilities to forge a competitive advantage Executing the Strategy Primarily an operations-driven activity Successful strategy execution depends on Doing a good job of working through others Good organization-building Building competitive capabilities Creating a strategy-supportive culture Getting things done and delivering good results Crafting vs. Executing Strategy An action-oriented, make-things happen task involving management’s ability to Direct organizational change Achieve continuous improvement in operations and business processes Move toward operating excellence Create and nurture .

• Quản trị kinh doanh
• Competitive advantage
• Lecture Crafting and executing strategy
• Crafting strategy
• Executing the strategy
• Company’s strategy
• Strategy implementation process
• The mediating effect of entrepreneurial marketing
• The relationship between environmental turbulence
• Dynamic capability with sustainable competitive advantage
• An empirical study in Indonesian MSMEs
• Sustainable competitive advantage
• SEM PLS developed a model showing
• The competitive advantage of small and medium sized enterprises
• The competitive advantage of smal
• Medium sized enterprises
• Fundamentals of marketing
• Lecture fundamentals of marketing
• Marketing mix
• Marketing task
• Marketing management
• Creating competitive advantage
• Strategic management
• Executing strategy
• Business models
• Management information systems
• Introduction to management information systems
• Business information technology
• Information systems
• Achieve competitive advantage
• Differential Advantage
• Identity ManagementStrategic Branding Decisions
• Destination Branding
• Advantage of the firms
• Capital or unskilled labour
• Human resource capital
• Role of human resources
• Five competitive strategies
• Low cost provider strategies
• Best cost provider strategies
• Company’s resources
• Competitive assets
• Principles of Marketing
• Lecture Principles of Marketing
• Marketing strategy
• Competitor analysis
• Competitive strategies
• Market positioning
• Company’s competitive position
• Operations management
• Operations strategy
• Operations competitive dimensions
• Strategy design process
• Productivity measures
• Modern competitive strategy
• Competitive strategy
• Strategic planning
• Strategy execution
• Growth and innovation
• Strategy over time
• Company’s external environment
• Competitive forces
• Summary Doctoral thesis
• Enterprise knowledge management system
• Enhancing competitive advantage
• Small and medium enterprises
• Strategic alliances
• Acquisition strategies
• Vertical integration strategies
• Foreign markets
• Strategy options
• Profit sanctuaries
• Emerging industries
• High velocity markets
• Maturing industries
• Entering new businesses
• Strategic partnerships