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Sessions, Assignments, Industry Interface 2/3Sessions

Introduction - M&A, Joint Venture, Alliances

Merger & Acquisition

Horizontal mergers

Vertical Mergers

Consolidation of fragmented industries

Conglomerate acquisition

Cross-border acquisition

Search and screening of target acquisition

Typical process of M&A strategic objective, target identification, strategic-fit, term-sheet, due-

diligence, integration plan, risks and mitigation plan

Challenges of M&A and post merger integration failure

Strategy into action

Strategy development process

Intended strategy development

Emergent strategy development

Long-range planning scenario planning

Organizing for strategy implementation

stakeholder analysis, strategic leadership, structure, process, People, information

flow, finance, technology, risk assessment and mitigation, change management

Strategic implementation tracking

Balance scorecard

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Strategy in Action : Strategy development processAn intended strategy is an expression of a desired strategy as deliberately formulated or

planned by managersAn emergent strategy comes about through everyday routines, activities, and processes in

organisations leading to decisions that become the long-term direction of an organisation

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Strategy in Action : Strategy development processStrategic Planning may take the form of systematised, step-by-step, chronological procedures

to develop or coordinate an organisations strategy

Stages of Strategic Planning

Initial guidelines

Business-level planning

Corporate-level planning

Financial and strategic targets

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Strategy in Action : Strategy development processAn emergent strategy - Strategy direction from prior decisions

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Strategy in Action : Strategy development processPossible Benefits of Strategic Planning

Help structure analysis and thinking about complex problems Encourage questioning

Encourage longer-term view

Enhance coordination

Improve communication

Provide agreed objectives

Involve people

Provide a sense of security

Dangers associated with Strategic Planning

Confusing strategy with the plan

Detachment from reality Lack of ownership

Dampening of innovation

The learning organisation is capable of continual regeneration from the variety of

knowledge, experience and skills of individuals within a culture which encourages mutual

questioning and challenge around a shared purpose or vision

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Strategy in Action : Organizing for Strategy Implementation

Organizational configuration consists of structures, processes and relationships through

which the organisation operates

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Strategy in Action : Organizing for Strategy ImplementationA comparison of various structure types Functional; Multi-divisional; Multi-national ;

Matrix

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Strategy in Action : Organizing for Strategy ImplementationA comparison of various structure types

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Strategy in Action : Organizing for Strategy ImplementationProcesses can be thought of as control on the organization's operations and therefore can

help or hinder the translation of strategy into action

Types of Control processes

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Strategy in Action : Organizing for Strategy ImplementationRelationships Ability to integrate knowledge and activities of different parts of

organizations (internal and external)

Devolution concerns the extent to which the centre of the organization delegates decision

making to units and managers lower down in hierarchy

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Strategy in Action : Organizing for Strategy ImplementationRelationships

Strategic Planning

Financial Control

Strategic Control

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