tailieunhanh - Lecture Crafting and executing strategy (17/e): Chapter 10 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble

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 Screen graphics created by: Jana F. Kuzmicki, . Troy University Chapter Learning Objectives 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. Become aware of the pros and cons of centralized and decentralized decision making in implementing and executing the chosen strategy. Chapter Roadmap A Framework for Executing Strategy Building an Organization Capable of Good Strategy Execution Staffing the Organization Building Core Competencies and Competitive Capabilities Execution-Related Aspects of Organizing the Work Effort Crafting vs. Executing Strategy 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 10- 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 | Chapter 10: Building an Organization Capable of Good Strategy Execution Screen graphics created by: Jana F. Kuzmicki, . Troy University Chapter Learning Objectives 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. Become aware of the pros and cons of centralized and decentralized decision making in implementing and executing the chosen strategy. Chapter Roadmap A Framework for Executing Strategy Building an Organization Capable of Good Strategy Execution Staffing the Organization Building Core Competencies and Competitive Capabilities Execution-Related Aspects of Organizing the Work Effort Crafting vs. Executing Strategy Crafting the Strategy .