Thinking Strategically
Nelson Phillips
Professor of Strategy and Organizational Behaviour
Who am I….
• Nelson Phillips
• n.phillips@imperial.ac.uk
What is strategy?
What business strategy is all about is, in a word,
competitive advantage … the sole purpose of
strategic planning is to enable a company to gain,
as efficiently as possible, a sustainable edge over
its competitors. Corporate strategy thus implies an
attempt to alter a company’s strength relative to
that of its competitors in the most efficient way. –
Kenichi Ohmae
What is strategy?
• Why do some industries make so much
more money than others?
– Tobacco, Pharmaceuticals, PSF’s
• Why do some firms make windfall profits
year after year?
– Microsoft, Wal-Mart, IKEA, Wachtel Lipton
What is strategy?
• Not operational efficiency!
• Good strategies create competitive
advantage:
– Doing something others do but better
•
Examples?
– Doing something that no one else does
•
Examples?
– Must be difficult to imitate
– Must have value for clients
• Firm level strategy is often a portfolio
Strategy as a plan
• Strategy is a consciously intended plan
– Made in advance
– Conscious and purposeful
• Can be a ploy
– Market signaling
– Announcements
Strategy as a Plan - Airbus
Strategy as position
• Strategy is understand as a position in an
environment
– Firms look for a niche
• When there is a match between the firms
positioning and the environment then the firm is
successful
– Can be the result of evolution or planning
– Position can be to beat the competition or to avoid direct
competition
Strategy as a Position - Louis Vuitton
Strategy as perspective
•
•
•
•
Strategy as a way of looking at the world
The “personality” of the organisation
Shared throughout the organisation
Often difficult to express
11
iPhone combines three products — a revolutionary mobile phone,
a widescreen iPod with touch controls, and a breakthrough Internet
communications device with desktop-class email, web browsing,
maps, and searching — into one small and lightweight handheld
device. iPhone also introduces an entirely new user interface based
on a large multi-touch display and pioneering new software, letting
you control everything with just your fingers. So it ushers in an era
of software power and sophistication never before seen in a mobile
device, completely redefining what you can do on a mobile phone.
12
Strategy as revolution
• Strategy is not about beating the
competition, it is about making them
irrelevant.
– Focus on creating value
– Focus on mass of customers even if some current
customers are lost
– Focus on total experience of customer
– Ignore traditional industry boundaries and product
definitions
Strategy as Revolution - easyJet
A Value Curve
Strategy as pattern
• Strategy can be thought of as a pattern in a
stream of actions
• Not necessarily intended
• Evolve over time and grow out of experience
– Honda in the US
“Gradually the successful approaches merged into a pattern
of action that becomes our strategy. We certainly don’t
have an overall strategy on this.”
Strategy as an emergent process
• Strategy making in an unpredictable world
– Creates the necessity for flexible strategic
approaches.
• Strategy making by lower-level managers
– Strategy evolves through autonomous action.
Strategy as an emergent process
• Serendipity and strategy
– Accidental discoveries and happenstances can
have dramatic effects on strategic direction.
• Intended and emergent strategies
– Realised strategies are combinations of intended
and emergent strategies.
Intended and emergent strategies
Source: Reprinted from “Strategy Formation in an Adhocracy,”
by Henry Mintzberg and Alexandra McGugh, published in
Administrative Science Quarterly, Vol. 30, No. 2, June 1985, by
permission of Administrative Science Quarterly.
Intended and emergent strategies
Customer Orientation and Business
Definition
Abell’s Framework
for Defining the
Business
– Consumer-oriented
versus
Product-oriented
business definition
Source: Derek F. Abell, Defining the Business: The Starting Point of
Strategic Planning (Englewood Cliffs, N.J.: Prentice-Hall, 1980), p. 17.
Mission and Goals
• Mission
– Sets out why the organization
exists and what it should be doing.
• Major goals
– Specify what the organization hopes
to fulfill in the medium to long term.
• Secondary goals
– Are objectives to be attained that lead to superior
performance.
Vision, or Mission
• A statement of purpose (strategic intent) committing
the organization to ambitious overarching (stretch) goals.
–
Provides a sense of direction and purpose.
– Drives strategic decision making
and resource allocations.
– Forces the seeking of
significant performance
improvements to
attain goals.
A New Mission for Robin
Hood
Read the Robin Hood case. Answer the
following questions in small groups.
1. What are the main strategic problems
facing Robin Hood?
2. Develop a new mission statement for
Robin. What are the strategic
implications of your new mission
statement?