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StrategicStrategic

IntelligenceIntelligencetrajectorytrajectory

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Acknowledgment

I thankfully appreciate allefforts of Dr. David Yong

who gave me thisopportunity to sharesome interesting

knowledge on strategicmanagement with my

friends

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Introduction

Arash NajmaeiArash Najmaei http://arash.managment.blogspot.co

Arash.najmaei@gmail.com

http://arash.managment.blogspot.com/mailto:Arash.najmaei@gmail.commailto:Arash.najmaei@gmail.comhttp://arash.managment.blogspot.com/

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Strategic management orStrategic management or

management of strategymanagement of strategy

The process of creatingcompetitive advantage andsustain it by developing and

implementing strategies overtime

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Strategic management

evolutionThe evolution of strategic

management can be discussedfrom two different approaches.

3.3.HistoricalHistorical

4.4.Intellectual or mindsetIntellectual or mindset

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Preface This presentation aims to provide a

brief insight into recent intellectualevolution of strategic managementthrough an overview on strategicthinking of four big strategists.

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Synopsis The brief view of strategic mindset of fourbusiness gurus.2.2.Michael porter (HBS)Michael porter (HBS)

3.3.Gary Hamel ( HBS)Gary Hamel ( HBS)

4.4.Kenichi Ohmae ( McKinsey)Kenichi Ohmae ( McKinsey)

5.5.Tom PetersTom Peters

Other contributors:Other contributors:Wernerfelt , Montgomery and C.K Prahalad

( Michigan, Harvard and Chicago )

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MichaelPorter

HBS

2.2. Strategic positioningStrategic positioning

3.3. Cluster analysisCluster analysis

4.4. Five forcesFive forces

5.5. Generic strategiesGeneric strategies

6.6. Value chainValue chain

7.7. Diamond modelDiamond model

8.8. Outside-in perspective and inside-out perspectiveOutside-in perspective and inside-out perspective

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Gary HamelLBS and HBS2.2. Strategic intentStrategic intent

3.3. Core competenciesCore competencies

4.4. Strategic resiliencyStrategic resiliency

5.5. Managing innovationManaging innovation

6.6. Strategy as revolutionStrategy as revolution

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Kenichi OhmaeJapanese strategist- mr.strategy

3.3. 3Cs model3Cs model

4.4. Global strategic allianceGlobal strategic alliance

5.5. Borderless worldBorderless world

6.6. Invisible continentInvisible continent

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Tom Petersstrategic leadership

1.1. Search for excellenceSearch for excellence

2.2. Operational excellenceOperational excellence

3.3. Technical excellenceTechnical excellence

4.4. Innovational excellenceInnovational excellence

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STRATEGICINTELLIGENCE

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The nature of strategy

What is Strategy?

Strategy

StrategicStrategic

positioning versuspositioning versus

operationaloperational

efficiencyefficiency

StrategicStrategic

ResiliencyResiliency

StrategyStrategy

asas

RevolutiRevoluti

onon

3 Generic3 Generic

BusinessBusiness

strate iesstrate ies

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Conventional Paradigm of

SM1.1. Environmental scanning ( internal andEnvironmental scanning ( internal and

external, ,Resources and coreexternal, ,Resources and core

competencies)competencies)

2.2. Strategy ( operational level, businessStrategy ( operational level, businesslevel and corporate level)level and corporate level)

3.3. Strategic Responses: Growth, StabilityStrategic Responses: Growth, Stability

and Retrenchmentand Retrenchment

4.4. Internationalization and globalizationInternationalization and globalization5.5. Corporate competitive governance andCorporate competitive governance and

CSRCSR

6.6. Strategic leadershipStrategic leadership

7.7. Strategic entrepreneurshipStrategic entrepreneurship

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Intellectual Evolution

of SMStrategicStrategicManagementManagementTwo main Analyticalviews

Resource-BasedView Product-Based

View

Wernerfelt 1984

Montgomery 1988

Knowledge-BasedView

Porter 5Fs1982

Revolution: Strategic Intent1989

Strategic

KnowledgeManagementsystem

Managing

Innovation

(Hamel)

Search forexcellence

(Tom Peters)

Ohmaes 3Cs model

InnovationInnovation

and creativityand creativity

(product(productvaluevalue

addition)addition)

Integrated universal mindsetIntegrated universal mindset

Ohmae, Tom peters and C.KOhmae, Tom peters and C.K

PrahaladPrahalad

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Thank you forThank you for

your attentionyour attention

Q&AQ&A