STRATEGY
PACU
Prof. Jacinto C. Gavino, Jr., DPA
18 July 2013
What is Strategic?
‣ Profound, significant impact
‣ Long term view
‣ Dynamic context
Strategy
Strategy is the creation of a unique
and valuable position, involving a
different set of activities.
‣ Michael Porter
Strategy
Strategy requires you to make tradeoffs in competing – to choose what
not to do.
‣ Michael Porter
Strategy
Strategy involves creating fit among a
company’s activities.
‣ Michael Porter
The SWOT Framework
External Analysis
Opportunities and Threats
What might we do?
Internal Analysis
Strengths and Weaknesses
What can we do?
Strategic Fit
Organizational and Personal
Values and Preferences
What do we want to do?
Social Obligations and
Stakeholders Expectations
What should we do?
A Revised SWOT
Discovering New Opportunities
Developing New Competencies
Anticipating and Creating the Future
Reviewing and Renewing
Our Values
Co-Creating a Shared Vision
with our Partners
Internal Assessment
Resources
Strategy
Results
Management: Tasks, Functions, Managers
Culture
Infrastructure
Leadership
-adapted from E. Morato
Stakeholders
‣ Strategic Planning
• Building the business
• Building the organization
• Defining a research agenda
• Business strategy and operational
effectiveness
• Reviewing and renewing the
vision/mission/values
A Broader View
• The Public Interest vs. The Private Interest
• Social Outcomes vs. Organizational
Outputs
• A Theory of Social Change vs. A Business
Strategy
• Stakeholder Engagement vs. Individual
Performance
• Dialogue vs. Negotiations
STRATEGY
PACU
Prof. Jacinto C. Gavino, Jr., DPA
18 July 2013