‫دانشگاه تربيت مدرس‬
‫مرکزمطالعات مديريت و بهروري ايران‬
‫مهارت های تفکراستراتژیک‬
‫دکتراسدهللا کرد نائيج‬
‫عضو هيأت علمي دانشگاه تربيت مدرس‬
‫‪1‬‬
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• Guides entire firm regarding “what it is we are trying to
do and to achieve”
• Makes managers more alert to
“winds of change, new opportunities,
and threatening developments
• Unifies numerous strategy-related
decisions and organizational efforts
• Creates a proactive atmosphere
• Provides basis for competing and achieving competitive
advantage
Helps a Company prepare for the Future
!
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‫مهارت های تفکراستراتژیک‬
‫‪4‬‬
Management Levels
Skills Needed
Top
Middle
First - Line
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Technical
Skills
A manager’s specialized areas
of knowledge and expertise, and
the ability to apply that knowledge
Human Relations
Skills
A manager’s interpersonal skills
used to accomplish goals through
the use of human resources
Conceptual
Skills
A manager’s ability to view the
organization as a whole, understand
the interdependencies, and its
relation to external environment
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 Technical Skills
The ability to use the procedures, techniques and
knowledge of a specialised field.
 Interpersonal Skills
The ability to work with, understand, and motivate
other people as individuals and teams.
 Conceptual Skills
Ability to think analytically and strategically and solve
complex problems
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Strategic Thinking Definition
The ability to look at the future of
the organization and focus on key
interdependence of organization and
it’s environment.
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• Strategic thinking is a particular way of
solving strategic problems and
opportunities at the individual and
institutional level combining rational
and generative thought processes.
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INTENT
FOCUSED
SYSTEMS
PERSPECTIVE
STRATEGIC
THINKING
INTELLIGENT
OPPORTUNISM
THINKING IN
TIME
HYPOTHESIS
DRIVEN
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•
•
•
•
•
Systems Perspective (Interconnections)
Focus on Intent (Vision and Capabilities)
Intelligent Opportunism (What’s there?)
Thinking in Time (Past, present, future)
Hypothesis driven (If A, then B?)
Adapted from Jeanne Liedtka , Elements of Strategic Thinking
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‫نگرش سيستمي‬
‫يك مدل ذهني ازكل سيستم‬
‫و كل جريان ارزش آن‬
‫تفكردرزمان‬
‫پيوند دادن گذشته به حال و حال به آينده‬
‫براي ايجاد قدرت تصميم گيري درست و به‬
‫موقع‬
‫فرضيه سازي‬
‫و اجراي فرضيه‬
‫‪J.Liedtka‬‬
‫‪12‬‬
‫تفكر‬
‫استراتژيك‬
‫ايجاد فرصت هایی براي‬
‫اجرا و طرح سؤاالتي از‬
‫قبيل‬
‫چه مي شد اگر‪..‬؟ و اگر‬
‫‪..‬؟ آنگاه ‪..‬؟‬
‫نيت تمركز‬
‫( تمركزبرهدف)‬
‫احساس تمايل و يك نقطه‬
‫نظرواحد رقابتي براي آينده‬
• Behind every successful organization
, there is a strategy
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A combination of effective strategies
and excellent execution
Strategy
Effective
Excellent
Execution
Poor
Ineffective
Long Term
Success
Success
Unlikely
Maybe successful
For a while
Failure
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Seeing ”a larger picture”
Understanding
the past
Intuition
Creativity
Past
Present
Future
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‫مکاتب استراتژی‬
‫برنامهریزی استراتژیک‬
‫تفکر استراتژیک‬
‫محیط پیچیده و غير‬
‫قابل پیش بینی‬
‫شرایط محیطی‬
‫رابطه شرایط محیطی و مکاتب استراتژی‬
‫‪16‬‬
‫محیط ساده و‬
‫قابل درک‬
Strategic Thinking
Levels
• Individual
• Organizational
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• Strategic Thinking
Thinking
Learning
Planning
Doing
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Strategic Thinking Instruments
1- Synergy
2- Product Life Cycle
3- Porter’s Generic Strategies
4- Industry Ecosystem
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1- Synergy
1-1 Market synergy
1-2 Cost Synergy
1-3 Technological Synergy
1-4 Management Synergy
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2- The Product Life Cycle
Sales volume
(units)
And profit
Sales
Profit
Profit area
Loss area
Product life Introduction
Cycle stages
Growth
Maturity
Decline
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Stage:
pre-commercialization
Strategy: Innovate
Strategic Concerns:
* Research and develop new
products / services
* Forecast sales and key trends
* Conduct production and marketing tests
* Begin to gather and train personal.
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Stage:
Introduction
Strategy: Infiltrate
Strategic Concerns :
 Build
relationships with reliable suppliers
 Plan financing for negative cash flow period
 Scale up production and marketing operations
 Anticipate competition
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Stage:
Strategy:
Growth
Advance
Strategic Concerns :
* Research and develop competitive
innovations for present products
* Seek economies of scale in production
* Study competitors
* Build brand preference and product
loyalty.
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Stage:
Maturity
Strategy: Defend
Strategic Concerns:
* Cut costs in production and marketing
to fight declining profit.
* Consider extending product life cycle
via reintroduction or product update.
* Emphasize customer service
* Tap neglected market segments.
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Stage:
Strategy:
Decline
Withdraw
Strategic Concerns:
Scale down production and
marketing
* Trim inventories
*Reassign personnel
* Cut promotion costs and compete on the
basis of price.
* Plan termination of product or line.
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3-Porter’s Generic Competitive Strategies
Competitive Advantage
Lower
Uniqueness
Cost
Broad
Cost Leadership Differentiation
Competitive
Scope
Narrow
Cost Focus
Focused
Differentiation
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External Environment
Remote Environment
• Economic
• Social / cultural
• Political / Legal
• Technological
• International
Industry Environment
Potential Entrances
Rivalry among existing firms
Suppliers
Buyers
Substitutes
Operational Environment
•Customers
•Competitors
• Creditors
• Labor Market
• Suppliers
Organization
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Potential
Entrants
Threat of New
Entrants
Industry
Bargaining Power Competitors
of Suppliers
Buyers
Suppliers
Bargaining Power
Rivalry Among
of Buyers
Existing Firms
Threat of Substitute
Products or Services
Substitutes
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