• Multinationals & small enterprises don't have the same access to information & customers

• Strategy is only useful for big companies. SME have to focus on operational tasks

• You need a lot of money to set up your business

• Crisis makes it impossible to follow a strategy, tactics prevails

• We are living in such a complex world that there are no real opportunities (we were born too late)

• Organisations are key, individuals don't have influence on them

• However we are all contected (6-rank)

• Many activities have thrived since 2007 (Facebook, Monster, Apple...)

• Flat non-hierarchical organisations are more likely to sustain over 21st century

• English is the widest spoken language on the Planet, I won't be bothered as I stay in France

• Career highly depends on the business school & networks you develop

• Younger generation will have more difficulties to live in good health

CHANGING PERSPECTIVES

UNDERSTANDING TODAY - SHIFTING TOWARDS 2050

© Alexandre DAVAL adaval@manifeste-tm.com +33 (0)6.08.94.26.44

PRESENTATION

manifeste™ factory was created in 2006, with the objective of enabling every one to recognize one’s personal potential.!!We consult, coach and train professionals, using content and a specific methodology built on academic research and a 22-year professional experience gained in 3 multinational companies of a various sizes and corporate cultures.!!Today, more than 3,000 individuals from 35 nationalities have been trained in the fields of strategy, entrepreneurship, strategic marketing with a strong focus on brand positioning, sustainable innovation, prospective and design in transversal way.!Research in strategy and innovation is made across 12 business sectors and 180 company cases.!!This activity is backed up by the creation in 2016 of a first research center, together with a 1,000 students’ campus, that will initiate s’accompagne du lancement en 2016 d’un premier centre de recherche et d’un campus de 1.000 étudiants, qui initiera de nouvelles voies new directions in education, the inception and transmission of knowledge.!!To date, our activities with manifeste™ factory spread across France, Indonesia and Brazil.!!This upcoming series of slides display a disruptive approach to strategy as it places strategists, artists and scientists in direct comparison to show the impact they have had, in their times, on civil society and economy as a whole. This is the introduction of a more in-depth exploration that you can have access to : just contact us !

• Approach to future that involves – examination of the current & anticipated factors associated with customers & competitors (external

environment) and the firm itself (internal environment) – envisioning a new or effective role for the firm in a creative manner – aligning policies, practices, and resources to realize that vision

www.youtube.com/watch?v=DQVf7984YDA

Walter Kiechel

STRATEGIC MANAGEMENT

ALFRED CHANDLER

• Recognizes the importance of coordinating the various aspects

of management under one all-encompassing strategy

• Defines that structure of an organisation follows strategy

(September 15, 1918 – May 9, 2007)

PHILIP SELZNIK

(January 8, 1919 – June 12, 2010)

• Introduces the idea of matching the organization's internal factors

with external environmental circumstances

• This core idea was developed into what we now call SWOT

analysis by Learned, Andrews, and others at the Harvard

Business School General Management Group

IGOR ANSOFF

• Builds on Chandler's work by adding a range of strategic concepts &

inventing a whole new vocabular

• Develops a strategy grid that compares market penetration

strategies, product development strategies, market development

strategies, horizontal, vertical integration and diversification

strategies

• Develops gap analysis still used today in which we must understand

the gap between where we are currently and where we would like to

be, then develop what he called “gap reducing actions”

(December 12, 1918 – July 14, 2002)

IGOR ANSOFF vs. ALBERT EINSTEIN

• Created a new language in

strategy

• Profound overall approach

(cumulative concepts)

• Created a new language in

physics

• Disruptive comprehensive

view (quantum physics)

http://bit.ly/GIHsyS

PETER DRUCKER

• Publishes in 1968 the Age of Discontinuity, whereby new

technologies, globalization, cultural pluralism and knowledge

capital disrupt strategies based on the past

• Introduces the notion of management by objectives (MBO)

(November 19, 1909 – November 11, 2005)

BRUCE HENDERSON

• Founds the Boston Consulting Group

• Develops the concept of BCG matrix as a response to multi-

divisional companies with diverse portfolio of activities

(1915–1992)

GARY HAMEL & C.K PRAHALAD

• Develop the notion of core competencies

(8 August 1941 – 16 April 2010)(Born 1954)

MICHAEL EUGENE PORTER

• Focuses on how to build competitive advantage & develops a

competitive strategy

– five forces

– value chain

– diamond

– four corners

(Born 23 May 1947)

AL RIES & JACK TROUT

• Develop the notion of brand positioning

ALVIN TOFFLER

• Describes a trend towards accelerating rates of change, social

and technological norms had shorter lifespans with each

generation

• Questions society's ability to cope with the resulting turmoil and

anxiety, as there seems to be no period of stability anymore

ALVIN TOFFLER vs. JIMMY HENDRIX

• Visionary

• Comprehensive understanding

• Turbulent

• Free willed

• Created new sound

• Rebellious

W. CHAN KIM & RENEE MAUBORGNE

• Develop the concept of blue ocean strategy

W. CHAN KIM & RENEE MAUBORGNE vs. LEONARDO DA VINCI

• Focus on the unknown

• Experimentation

• Sensing consumers

• Graceful approach

• Interconnections

• Sfumato

• Dimostrazione

• Sensazione

• Corporalità

• Connessione

HOW TO THINK LIKE LEONARDO DA VINCI

Michael Gelbhttp://bit.ly/ydTznS

LEONARDO DA VINCI PRINCIPLES

• Curiosità

– The questions we ask ourselves tell about who we are have impact on the quality of our life

– Pushing the limits sets you more free

• Dimostrazione

– Experimentation is a powerful way to learn

• Sensazione

– According to Leonard Da Vinci, all our knowledge derives from our sensitivity

• Sfumato

– Openness to confusion, ambiguity & mystery enables shapes’ fusion with our full imagination

• L’Arte/la Scienza

– Quest for an equilibrium between science & art, logical reasoning & imagination

– Engages & stimulates the whole brain

• La Corporalità

– Looking for grace, good physical shape & elegance in all matters

• La connessione

– Understanding the inter-relationship between matters & things in an holistic approach

JOSEF STIGLITZ vs. VINCENT VAN GOGH

• Humanist

• Explain state of our market

• Spiritual

• Predicator

Contre les inégalités http://bit.ly/18LNnNc The Price of Inequality http://bit.ly/16uFrQS With Naomi Klein on Economic power http://bit.ly/1b64c5u

QUANTUM STRATEGY

http://bit.ly/1nejD07

NOUVEAUX ELEMENTS DE CONTEXTE

• Théorie de la conspiration

– "On ne nous dit pas tout, on nous manipule"

• Physique quantique

– Effet miroir / notion de temps (relatif)

– Energie change la matière et elle maintient les "choses" ou "êtres" entre eux

– Evènements peuvent être anticipés (vibratoire)

• Capitalist realism

– L'être humain devient spectateur, perd le rôle d'acteur de sa vie

– Le système (c) est parfois comparé à des systèmes totalitaires

– "main invisible" = marché s'auto-régule mais cela crée beaucoup d'inégalités

– c'est un système robuste parce qu'il repose sur une idéologie pragmatique (création de richesse ou

développement individuel)

• World is flat

– Notion d'égalité des chances a ses propres limites (conditions de travail, réglementation)

– Echange de connaissances peut générer l'innovation, modifier les processus de conception,

fabrication...

NOUVEAUX PRINCIPES EN STRATEGIE

• Replacer l'humain comme acteur de l'organisation, de la communication (prises de décision...)

• Repenser les "avantages" réels de la délocalisation (approche globale intégrant tous les paramètres y compris la santé...)

• Constitution d'entités "virtuelles" (localisation) fondées sur des compétences et un projet communs, sans forcément demander aux collaborateurs de se déplacer (confiance)

• Nous pouvons mettre en place un mode de management qui repose sur la synchronisation de l'énergie de chacun

• Chaque individu a un réel pouvoir sur une organisation

NEW GROUND IN STRATEGIC MANAGEMENT

• Conspiracy – started in the US in the 60's (cold war, secret services)

– time of freedom, self-expression (revolution)

• Quantum physics applied(able) to strategic thinking – Time is relative : things we do can change our perception of the past

– Notion of simultaneity : things regardless of place can happen in the same time

– Contrast with our way of thinking on "having control" on events. Look at chaos theory

– Perception of reality, life is personal, therefore it has an impact on communication, strategic thinking

– Importance of self-willing, determination, focus (even if we are not conscious)

• Capitalist realism – this system is very robust, not perfect but described as better than other systems or ways of thinking

– it may not be perceived as ideology* because there is no identified, single leader

– it is based on what people desire, but these needs are influenced by their understanding, perception

• World is flat – Mutation of capitalism : ubiquity of the business (interaction of organizations)

– Use of timezones to improve efficiency

– Local production / ideas can become global

– Intangible production is tax free (so far)

* a system of ideas and ideals, esp. one that forms the basis of economic or political theory and policy

NEW GROUND IN STRATEGIC MANAGEMENT

• Develop an individual & collective ability to challenge status quo (skeptical)

• Build corporate leadership based on individual creativity & interaction (circular flow, workshop)

• As company, make & nurture resources for the sake of human beings, not only consumers

• Going back to the essence / core / meaning of creating products & services in the corporate mindset

* a system of ideas and ideals, esp. one that forms the basis of economic or political theory and policy

NEW GROUND IN STRATEGIC MANAGEMENT

• Redefine corporation organization & culture – focus on its essence (reason for existence), profit will come if strategy is relevant

– notion of individual contribution (shared value creation)

– (paid) freelancers and volunteers according to willingness, competences, knowledge...

• Reshape the notion of flat hierarchy, turn it into leadership by project – because it creates tensions, doesn't push people forward

– stimulate willingness, participation

– recruitment made on recommendation (values, ...)

• Time is relative – don't set objectives, rather strategic direction

– time for oneself

• Add new forms of investors – loyal consumers

– crowdsourcing

– new consumers

FOUNDATIONS OF BUSINESS STRATEGY

http://bit.ly/13OVbNW

COMPETITIVE STRATEGY

http://bit.ly/12sA11Y

INTUITION IN STRATEGIC PROCESS

http://bit.ly/uwipYn

CORPORATE STRATEGIC DIAGNOSIS

CORPORATE STRATEGIC CHOICES