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Strategic Dynamics:Conceptual
Frameworks
ROBERT A. BURGELMANStanford Graduate School of Business
I. Dynamic Forces Driving Firm Evolution
II. An Evolutionary Framework of the Strategy-Making Process in Established Firms
III. Four Strategic Leadership Challenges in Established Firms
Overview
Strategic Dynamics:Two Conceptual Frameworks
Robert A. Burgelman, Stanford Graduate School of Business
Basis of Basis of Competitive Competitive Advantage Advantage
in the in the IndustryIndustry
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetenceof the Firmof the Firm
Official Official Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
I. Dynamic Forces in Firm Evolution
Robert A. Burgelman, Stanford Graduate School of Business
Basis of Basis of Competitive Competitive Advantage Advantage
in the in the IndustryIndustry
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetenceof the Firmof the Firm
Official Official Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
I. Dynamic Forces in Firm Evolution
What it Takes to Win
What We DO
What We’ve Got
What We SAY
Robert A. Burgelman, Stanford Graduate School of Business
Basis of Basis of Competitive Competitive Advantage Advantage
in the in the IndustryIndustry
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetenceof the Firmof the Firm
Official Official Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
I. Dynamic Forces in Firm Evolution: “The Rubber Band Model”
Intel skills in circuit design and process technology, but not manufacturing
INERTIA NEW OPPORTUNITIES
DRAM products become a commodity. Winning requires low cost and high quality which depends on manufacturing skills.
• MarketINDUSTRY FORCES• Non-Market
Robert A. Burgelman, Stanford Graduate School of Business
Basis of Basis of Competitive Competitive Advantage Advantage
in the in the IndustryIndustry
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetenceof the Firmof the Firm
Official Official Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
Official STRATEGY is ahead of ACTION
Apple “Newton”: handheld product strategy
I. Dynamic Forces in Firm Evolution: “The Rubber Band Model”
ACTION is ahead of STRATEGY
Fab capacity allocation diverges from strategy
Robert A. Burgelman, Stanford Graduate School of Business
I. Diagnosis #1: Sources of Strategic Dissonance
Dissonance is Strategic if:
1. There is a divergence between Basis of Competitive
Advantage and Distinctive CompetenceExample: Silver Bullet Target Test:
Who is your most dangerous competition? Is it still clear?
Robert A. Burgelman, Stanford Graduate School of Business
Dissonance is Strategic if:
1. There is a divergence between Basis of Competitive
Advantage and Distinctive CompetenceExample: Silver Bullet Target Test:
Who is your most dangerous competition? Is it still clear?
2. There is a divergence between Stated Strategy and
Strategic ActionExample: We say that we provide customer solutions but we only sell
them our own technology
Note: Initially the signals are usually weak
I. Diagnosis #1: Sources of Strategic Dissonance
Robert A. Burgelman, Stanford Graduate School of Business
Basis of Basis of Competitive Competitive Advantage Advantage
in the in the IndustryIndustry
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetenceof the Firmof the Firm
Official Official Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
I. Dynamic Forces in Firm Evolution
What it Takes to Win
What We DO
What We’ve Got
What We SAY Culture
Robert A. Burgelman, Stanford Graduate School of Business
1. Resource allocation reflects competitive reality
2. Strategic planning has forums for debating new opportunities
3. Capacity of top and senior managers for strategic recognition
4. Capacity for strategic leadership
II. Diagnosis #2: Organizational Capability to Adapt
* Note: Created by ourselves and/or by others
Characteristics of a Culture Ready for Strategic Change*:
Robert A. Burgelman, Stanford Graduate School of Business
I. Dynamic Forces in Firm EvolutionBasis of Basis of
Competitive Competitive AdvantageAdvantage
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetence
Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
Robert A. Burgelman, Stanford Graduate School of Business
I. Dynamic Forces in Firm EvolutionBasis of Basis of
Competitive Competitive AdvantageAdvantage
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetence
Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
Robert A. Burgelman, Stanford Graduate School of Business
I. Dynamic Forces in Firm EvolutionBasis of Basis of
Competitive Competitive AdvantageAdvantage
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetence
Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
II. An Evolutionary Framework of the Strategy-Making Process in Established Firms
Robert A. Burgelman, Stanford Graduate School of Business
Concept of Concept of Corporate Corporate StrategyStrategy
I. Dynamic Forces in Firm EvolutionBasis of Basis of
Competitive Competitive AdvantageAdvantage
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetence
Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
II. An Evolutionary Framework of the Strategy-Making Process in Established Firms
Robert A. Burgelman, Stanford Graduate School of Business
Concept of Concept of Corporate Corporate StrategyStrategy
I. Dynamic Forces in Firm EvolutionBasis of Basis of
Competitive Competitive AdvantageAdvantage
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetence
Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
Induced Induced Strategic Strategic
ActionAction
II. An Evolutionary Framework of the Strategy-Making Process in Established Firms
Robert A. Burgelman, Stanford Graduate School of Business
Concept of Concept of Corporate Corporate StrategyStrategy
I. Dynamic Forces in Firm EvolutionBasis of Basis of
Competitive Competitive AdvantageAdvantage
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetence
Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
Induced Induced Strategic Strategic
ActionAction
II. An Evolutionary Framework of the Strategy-Making Process in Established Firms
Structural Structural ContextContext
Robert A. Burgelman, Stanford Graduate School of Business
Concept of Concept of Corporate Corporate StrategyStrategy
I. Dynamic Forces in Firm EvolutionBasis of Basis of
Competitive Competitive AdvantageAdvantage
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetence
Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
Induced Induced Strategic Strategic
ActionAction
II. An Evolutionary Framework of the Strategy-Making Process in Established Firms
Structural Structural ContextContext
Autonomous Autonomous Strategic Strategic
ActionAction
Robert A. Burgelman, Stanford Graduate School of Business
Concept of Concept of Corporate Corporate StrategyStrategy
I. Dynamic Forces in Firm EvolutionBasis of Basis of
Competitive Competitive AdvantageAdvantage
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetence
Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
Induced Induced Strategic Strategic
ActionAction
II. An Evolutionary Framework of the Strategy-Making Process in Established Firms
Structural Structural ContextContext
Autonomous Autonomous Strategic Strategic
ActionAction
Strategic Strategic ContextContext
Robert A. Burgelman, Stanford Graduate School of Business
Concept of Concept of Corporate Corporate StrategyStrategy
I. Dynamic Forces in Firm EvolutionBasis of Basis of
Competitive Competitive AdvantageAdvantage
Internal Internal Selection Selection
EnvironmentEnvironment
Distinctive Distinctive CompetenceCompetence
Corporate Corporate StrategyStrategy
Strategic Strategic ActionAction
Induced Induced Strategic Strategic
ActionAction
II. An Evolutionary Framework of the Strategy-Making Process in Established Firms
Structural Structural ContextContext
Autonomous Autonomous Strategic Strategic
ActionAction
Strategic Strategic ContextContext
VariationVariation SelectionSelection RetentionRetention
Robert A. Burgelman, Stanford Graduate School of Business
II. An Evolutionary Framework of the Strategy-Making Process in Established Firms
ACHIEVE ALIGNMENT
eemerging environments E
the existing environment
1. Distinctive Competence
2. Product Market Domain
3. Core Values4. Objectives
OrganizationalLearning
Top Management Beliefs about:1. Organizational Structure2. Planning & Control Systems3. Resource Allocation Rules4. Measurement & Reward Systems. . . Principles of Behavior
Radical Innovation(initially not necessarily large)
Autonomous Autonomous Strategic Strategic
ActionAction4
Middle/Senior Mgt
Strategic Strategic ContextContext
5
Structural Structural ContextContext
3
amend
CREATE LINKAGE
Induced Induced Strategic Strategic
ActionAction2
Incremental Innovation(not necessarily small)
Concept of Concept of Corporate Corporate StrategyStrategy
1
1. Conceptual Skills2. Political SkillsBut: Complement or Substitute?
: Increase Scale
Robert A. Burgelman, Stanford Graduate School of Business
III. Four Strategic Leadership Challenges in Established Firms
1. Exploiting the opportunities associated with the current strategy: DISCIPLINE #1
2. Exploiting new opportunities spontaneously generated from within: DISCIPLINE #2
3. Creating the adaptive organization: balancing the emphasis on existing and new opportunities
4. Stimulating strategic renewal (when new opportunities are no longer spontaneously generated)