1
MANAGEMENT POLICY AND STRATEGY
SESSION - XI
Strategic Control, Continuous Improvement
and E-business
Prof. Sushil
Department of Management Studies
Indian Institute of Technology, Delhi
INDIA
Email: sushil@dms.iitd.ernet.in
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
2
What is Strategic Control?
Tracks a strategy as it is implemented,
detects problems or changes in its
underlying premises, and makes
necessary adjustments.
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
Questions Involved in Assessing a Strategy’s
Success
3
1. Are we moving in the proper direction? Are our
assumptions about major trends and changes
correct? Should we adjust or abort the strategy?
2. How are we performing? Are objectives and
schedules being met? Are costs, revenues, and
cash flows matching projections? Do we need to
make operational changes?
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
4
Four Types of Strategic Control
1. Strategic surveillance
2. Premise control
3. Special alert control
4. Implementation control
Strategy formation
Strategy implementation
Time 1
Time 2
Time 3
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
5
Definitions of Strategic Controls




Premise Control - Designed to check systematically and
continuously whether premises on which the strategy is
based are still valid
Implementation Control - Designed to assess whether the
overall strategy should be changed in light of the results
associated with the incremental actions that implement the
overall strategy
Strategic Surveillance - Designed to monitor a broad range
of events inside and outside the firm that are likely to
affect the course its strategy
Special Alert Control - Thorough, and often rapid,
reconsideration of the firm’s strategy because of a sudden,
unexpected event
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
6
Characteristics of Strategic Controls
Types of Strategic Control
Basic
Characteristics
Implementatio
n Control
Key strategic
thrusts and
milestones
Strategic
Surveillance
Potential
threats and
opportunities
Degree of focusing High
High
Low
Special Alert
Control
Occurrence
of
recognizable
but unlikely
events
High
Data acquisition:
Formalization
Medium
High
Low
High
Centralization
Low
Medium
Low
High
Use with:
Environmental
factors
Yes
Seldom
Yes
Yes
Yes
Seldom
Yes
Yes
Strategy-specific
No
factors
Yes
Seldom
Yes
Companyspecific factors
Yes
Seldom
Seldom
Objects of control
Industry factors
Irwin/McGraw-Hill
Premise
Control
Planning
premises and
projections
No
© 2000 The McGraw-Hill Companies, Inc.
7
What are Operational Controls?
Systems that guide, monitor, & evaluate
progress in meeting short-term
objectives, providing post-action
evaluation and control over short
periods.
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
Establishing Effective Operational Control
Systems
8
1. Set standards of
performance
Steps
involved in
post action
control
systems
2. Measure actual
performance
3. Identify deviations
from standards set
4. Initiate corrective
action
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
9
Types of Operational Control Systems
Budgets
Schedules
Irwin/McGraw-Hill
Key success factors
© 2000 The McGraw-Hill Companies, Inc.
10
Types of Budgets
1. Profit and loss budgets: Monitor sales and
expense categories on a monthly or more
frequent basis
2. Capital budgets: Show timing of specific
expenditures for plant, equipment, machinery,
inventories, and other capital items
3. Cash flow budgets: Forecast receipt and
disbursement of cash during the budget period
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
Key Success Factors at IBM’s Lotus Notes
Division
Key Success
Factor
1. Product
quality
2. Customer
service
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11
Measurable Performance Indicator
a. Performance data versus specification
b. Percentage of product returns
c. Number of customer complaints
a. Delivery cycle in days
b. Percentage of orders shipped complete
c. Field service delays
© 2000 The McGraw-Hill Companies, Inc.
Key Success Factors at IBM’s Lotus Notes
Division
Contd….
Key Success
Factor
3. Employee
morale
12
Measurable Performance Indicator
a. Trends in employee attitude survey
b. Absenteeism versus plan
c. Employee turnover trends
4. Competition a. Number of firms competing directly
b. Number of new products introduced
c. Percentage of bids awarded versus
standard
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
13
EXAMPLES OF STRATEGIC CONTROL
IMPLEMENTATION CONTROL AT DAYS INN
 When Days Inn pioneered the budget segment of the lodging
industry, its strategy placed primary emphasis on company-owned
facilities and it insisted on maintaining a roughly 3-to-1 company
owned/franchise ratio. This ratio ensured the parent company’s
total control over standards, rates, and so forth.
As other firms moved into the budget segment. Days Inn saw
the need to expand rapidly throughout the United States and,
therefore, reversed its conservative franchise posture. This reversal
would rapidly accelerate its ability to open new locations. Longtime
executive, concerned about potential loss of control over local
standards, instituted implementation controls requiring both
franchise evaluation and annual milestone reviews. Two years into
the program. Days Inn executives were convinced that a high
franchise-to-company ratio was manageable, and so they
accelerated the growth of franchising by doubling the franchise
sales department.
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
14
EXAMPLES OF STRATEGIC CONTROL
Contd...
STRATEGIC SURVELLIANCE AT CITICORP

Citicorp has been pursuing an aggressive product
development strategy intended to achieve an annual
earnings growth 15 per cent while it becomes an
institution capable of supplying clients with any kind of
financial service anywhere in the world. A major obstacle
to the achievement of this earnings growth is Citicorp’s
exposure to default because of its extensive earlier loans
to troubled Third World countries. Citicorp is sensitive to
the wide variety of predictions about impending Third
World defaults.
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
15
EXAMPLES OF STRATEGIC CONTROL
Contd...
Citicorp’s long-range plan assumes an annual 10 per
cent default on its Third World loans over any five-year
period. Yet it maintains active strategic surveillance
control by having each of its international branches
monitor daily announcements from key governments and
from inside contacts for signs of changes in a host
country’s financial environment. When that surveillance
detects a potential problem, management attempts to
adjust Citicorp’s posture. For example, when Peru’s
former president, Alan Garcia, stated that his country
would not pay interest on its debt as scheduled. Citicorp
raised its annual default charge to 20 per cent of its $
100 million Peruvian exposure.
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
16
EXAMPLES OF STRATEGIC CONTROL
Contd...

SPECIAL ALTERT CONTROL AT UNITED AIRLINES
The sudden impact of an airline crash can be devastating to a major
airline. United Airlines has made elaborate preparations to deal with this
contingency. Its executive vice president, James M. Guyette, heads a
crisis team that is permanently prepared do respond. Members of the
team carry beepers and are always on call. If United’s
Chicago
headquarters receives word that a plane has crashed, for example, they
can be in a “war room” within an hour to direct the response. Beds are
set up nearby so team members can catch a few winks; while they
sleep, alternates take their places.
Members of the team have been carefully screened through
simulated crisis drills. “The point is to weed out those who don’t hold up
well under stress,” says Guyette. Although the team was established to
handle flight disasters, it has since assumed an expanded role. The crisis
team was activated when American Airlines launched a fare war. And
according to Guyette, “We’re brainstorming about how we would be
affected by everything from a competitor who had a serious problem to a
crisis involving a hijacking or taking a United employee hostage.”
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
KMART GETS SOME BAD NEWS BY BENCHMARKING
INDUSTY SUCCESS FACTOS AGAINST A KEY RIVAL
- 1995
17
Key Success Factor
to Benchmark
Core customer
Sales/square foot
Shopper visits/year
Loyal to the chain
Location
Irwin/McGraw-Hill
Kmart
Over 55; more than
$20 k income and no
kids at home
$ 185
15 times per year
19 per cent of Kmart
customers
36 per cent of
Americans find their
newest Kmart
inconvenient compared
to other stores
Wal-Mart
Under 44K, $ 40 income
and kids at home
$ 379
32 times per year
46 per cent of WalMart customers
49 per cent of Wal
Mart customers drive
past a Kmart to go to
Wal-Mart
© 2000 The McGraw-Hill Companies, Inc.
Monitoring and Evaluating Performance
Deviations
Objective Forecast
Key Success
Factors
Cost control:
Ratio of indirect
overhead cost to
direct field and
labor costs
Gross profit
Customer
service:
Installation cycle
in days
Ratio of service
to sales
personnel
Product quality:
Percentage of
products returned
Irwin/McGraw-Hill
,
Assumpti
on, or
Budget
Performa
nce at
This
Time
Current
Performa
nce
Current
Deviation
10%
15%
12%
+3
(ahead)
39%
40%
40%
0%
2.5 days
3.2 days
2.7 days
+0.5
(ahead)
Can this progress be
maintained?
2.1
-0.6
(behind)
Why are we behind here?
How can we maintain the
installation-cycle progress?
2.1%
-0.1%
(behind)
Why are we behind here?
What are the ramifications
for other operations?
3.2
1.0%
2.7
2.0%
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Analysis
Are we moving too fast, or is
there more unnecessary
overhead than was originally
thought?
© 2000 The McGraw-Hill Companies, Inc.
Monitoring and Evaluating Performance
Deviations (concluded)
Key Success
Factors
Product
performance
versus
specification
Marketing:
Monthly sales per
employee
Expansion of
product line
Employee morale:
Absenteeism rate
Turnover rate
Competition: New
product
introductions
(average number)
Irwin/McGraw-Hill
19
Objective,
Assumption,
or Budget
Forecast
Performance
at This Time
Current
Performance
100%
92%
80%
$12,50
0
$11,50
0
$12,10
0
+$600
(ahead)
Good progress. Is it creating
any problems to support?
5
+2
product
s
(ahead)
Are the products ready? Are
the perfect standards met?
3.0%
15%
(on
target)
-8%
(behind)
6
2.5%
5%
6
3
3.0%
10%
3
6
Current
Deviation
Analysis
-12%
Why are we behind here?
(behind)
Looks like a problem! Why
are we so far behind?
Did we underestimate timing?
-3
What are the implications for
(behind) our basic assumptions?
© 2000 The McGraw-Hill Companies, Inc.
The Quality Imperative: Concepts Related to
TQM


20
Viewed as a new organizational culture and way
of thinking
Foundations of TQM




Intense focus on customer satisfaction
Accurate measurement of every critical variable in a
business’s operation
Continuous improvement of products, services, and
processes
Work relationships based on trust and teamwork
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
21
Key Elements of Implementing TQM
1. Define quality and
customer value
6. Adopt an error-free
attitude
2. Develop a customer
orientation
7. Get the facts first
3. Focus on company’s
business processes
8. Encourage all levels of
employees to participate
4. Develop customer and
supplier partnerships
9. Create an atmosphere of
total involvement
5. Take a preventive
approach
10. Strive for continuous
improvement
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
The Value Chain Approach to Developing
a Customer Orientation
External
suppliers
Function
(like production)
Seeking:
Quality
Efficiency
Responsiveness
Internal
suppliers
(functions)
Irwin/McGraw-Hill
Outputs
22
External
(ultimate)
customer
Other
internal
Outputs customer
s
(activities)
© 2000 The McGraw-Hill Companies, Inc.
23
Examples: Ways to Enhance Customer Value
Quality
Efficiency
Marketing
Provides accurate
assessment of
customer’s product
preferences to R&D
Operations
Consistently
produces goods
matching
engineering design
Targets advertising
campaign at
customers, using
cost-effective
medium
Minimizes scrap and
R&D
Designs products
that combine
customer demand
and production
capabilities
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Responsiveness
Quickly uncovers
and reacts to
changing market
trends
Quickly adapts to
rework through high- latest demands with
production yield
production flexibility
Uses computers to
test feasibility of
idea before going to
more expensive fullscale prototype
Carries out parallel
product/process
designs to speed up
overall innovation
© 2000 The McGraw-Hill Companies, Inc.
Examples: Ways to Enhance Customer Value
24
Contd...
Quality
Accounti
ng
Provides
information that
managers in
other functions
need to make
decisions
Selects vendors
Efficiency
Simplifies and
computerizes to
decrease cost of
gathering
information
Given required
for their ability to vendor quality,
Purchasin
join in an
negotiates prices
g
effective
to provide good
“partnership”
value
Trains work force Minimizes
employee turnover
to perform
reducing hiring and
Personnel required tasks
training expenses
Irwin/McGraw-Hill
Responsiveness
Provides information
in “real time” (as
events described
are still happening)
Schedules inbound
deliveries
efficiently, avoiding
both extensive
inventories and
stock-outs
In response to
strong growth in
sales, finds large
numbers of
employees and
quickly teaches
needed skills
© 2000 The McGraw-Hill Companies, Inc.
25
QUALITY IMPROVEMENT PROCESS
Phase
PLAN
Step
1. Select Improvement Opportunity
2. Analyze current situation
3. Identify root causes
4. Select and plan solution
DO
5. Implement pilot solution
Check
6. Monitor results and evaluate solution
ACT
7. Standardize
8. Recycle
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
26
SELECT IMPROVEMENT OPPORTUNITY






Generate list of opportunities/problems
Select important opportunity based on criteria
Redefine team
Write problem/opportunity statement
Summarize project/define road map
Management review
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
27
ANALYZE CURRENT SITUATION











Define process to be improved
Identify process output
Identify customer/supplier relationships
Identify customer needs and expectations
Define performance indicators
Define supplier specifications
Flow chart the process
Collect baseline data
Identify performance gaps
Validate problem/opportunity statement
Management Review
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
28
IDENTIFY ROOT CAUSES






Analyze cause and effect relationships
Identify potential root causes
Collect data
Verify cause and effect and root causes
Validate/problem/opportunity statement
Management Review
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
29
SELECT AND PLAN SOLUTION



Generate list of potential solution
Select best one based on criteria
Define revised process





Develop implementation plan






Revise process output
Identify expected outcomes
Revise supplier specifications
Modify flow charts
Identify sequence/timing
Define resources/controls
Define responsibility
Identify pilot activities
Identify contigency actions
Management Review
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
30
IMPLEMENT PILOT SOLUTION
Monitor Results and Evaluate Solution
 Monitor results relative to 




Targets and goals
Process changes
Controls
Evaluation solution
Management review
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
31
STANDARDIZE





Cascade beyond pilot activity
Develop appropriate training materials
Monitor results and evaluate solution
Document entire quality improvement journey
Management Review
Recycle

Identify new improvement opportunity
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
32
QUALITY IMPROVEMENT TOOLS










Idea Generation
Consensus
Process Definition
Collecting Data
Analyzing Cause and Effect
Analyzing and Displaying Data
Planning Tools
Meeting Management Tools
Benchmarking
Questionnaires
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
33
E-BUSINESS TRANSFORMATION







E-vision: Broadening the view
E-Volution: Climbing the Ladder
E-Strategy: Playing with LEGOs
E-Synchronization: Breaking the Boundaries
E-Infrastructure: Opening the Hood
E-Capitalization: Placing Winning Bets
E-Organization: Rallying the People
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
34
THE E-BUSINESS SCOPE COMPASS
Who
Where
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© 2000 The McGraw-Hill Companies, Inc.
35
WHAT E-BUSINESS IS NOT

e-Business is Not a Bolt-On to Your Business

e-Business is Not About Technology

e-Business is Not the CIO’s Responsibility

e-Business is Not Tied to a Particular Department
or Functional Area

e-Business is Not a Middle-Management Initiative

e-Business is Not a Fixed Target
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
36
THE LADDER: THE EVOLUTIONARY
STAGES OF E-BUSINESS

Who’ in Charge?

Who Pays?

Who’s Affected

What’s the Integration Level?
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
THE LADDER: THE EVOLUTIONARY
STAGES OF E-BUSINESS

Who’ in Charge?

Who Pays?

Who’s Affected

What’s the Integration Level?
Irwin/McGraw-Hill
37
© 2000 The McGraw-Hill Companies, Inc.
38
FINDING YOUR PLACE ON THE LADDER





Do you Use a Lot of Raw Materials and
Components?
What fraction of Your Customers is Online, and How
Intense are the Interactions?
Do you have Multiple Layers of Resellers and Many
Different Types of Channels?
Do you Spend a Lot of Money on New Product
Development?
Are you a “Knowledge Factory”?
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
39
THE LADDER OF E-BUSINESS INITIATIVES
Reinvent
Revolutionary
Initiatives
•Long-term
•External focus
•Top-line
Evolutionary
Initiatives
•Short-term
•Internal focus
•Bottom-line
Integrate
Automate
Inform
•Value network level
•Real-time end-to-end
integration
•CEO or startup
team leads
•Transformation
outcomes
•Enterprise level
•Tight integration
•Line of business leads
•Revenue outcomes
•Process level
•Some integration
•E-business team leads
•Effective outcomes
•Activity level
•No integration
•Grassroots efforts
•Efficiency outcomes
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© 2000 The McGraw-Hill Companies, Inc.
40
THE DUALITY OF E-BUSINESS INITIATIVES
Characteristic
Evolutionary Initiatives
Revolutionary Initiatives
Objective
Risk-return
profile
Major risk
factors
Outcome
metrices
Financial
impact
Impact on core
business
Capabilities
needed
Business
processes
impacted
End-state
Stay in business
Low -risk, low -return, short
time horizon for payback
Execution risk, adoption risk
Reinvent your business
High-risk, high return, long time
horizon for payback
Market risk, technology risk
ROI, net present value
Option value, capital
appreciation, learning payoffs
Grow th impact, top-line oriented
Irwin/McGraw-Hill
Cost impact, bottom-line
oriented
Enhance and improve the
core
Mostly, available internally
Impacts focussed processes,
can be isolated to a business
unit or process level
Integrate into the core
business
Often threaten the core
Ned to be imported
Systemic impact, typically cuts
across business units and
functional boundaries
Spin-off from the core business
© 2000 The McGraw-Hill Companies, Inc.
41
DIMENSIONS OF THE BUSINESS ARCHITECTURE
Customers
(value proposition)
Who we serve
•Customer segments
•Customer needs
What we make
• Products
• Services
What we know and own
• Information • Human capital
• Structural capital
Offerings
• Relationship capital
Resources
Growth
engine
How we make revenues
•Customer leverage
•Offering leverage
Profit
•Market leverage
engine
•Top-line potential
How we make money
•Sources of profits
•Quality of profits
•Defensibility of profits
•Bottom-line potential
Irwin/McGraw-Hill
Processes
What we do
• Realization process
• Sourcing process
• Operating processes
• Go-to-market process
Who we work with
•Suppliers
•Resellers
• Complementors
Partners
(value network)
© 2000 The McGraw-Hill Companies, Inc.
42
CORE PROCESSES




New offering realization process-how it defines,
designs, and brings new offerings to market
Customer relationships management process-how it
creates and builds relationships with its customers,
and how it interacts with its customers
Fulfillment management process-how it sources its
inputs and goes to market with its products and
services
Human relations management process-how it
attracts, grooms, and retains talent in the
organization
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
43
CORE PROCESSES
Contd….






Market sensing process-hot it gathers intelligence from the
market, disseminates this intelligence within the organization,
and acts upon this information.
Operations management process-how it transforms its inputs
into outputs
Business development process-how it renews its business
and finds opportunities for growth.
Strategy development process-how it defines its end-goals,
and the means for achieving the goals.
Partner management process-how it identifies, selects,
coordinates with, and manages relationships with key
partners and complementors
Financial management process-how it deploys its financial
resources and allocates capital within the business.
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
44
THE SEAMLESS COMPANY
Integrated MarComm
• Television
• Print
• Outdoor
• Personal selling
• Telemarketing
• Internet
Irwin/McGraw-Hill
Integrated channels
• Retail stores
• Catalog sales
• Sales force
• Internet
Customer
Relationship
Repository
(CRR)
Unified contact management
• E-mail
• In-person
• Live chat
• Telephone
• Voice over IP © 2000 The McGraw-Hill Companies, Inc.
• Fax
45
Richness of physical interactions
in the buying process
THE NET EFFECT ON CHANNELS
Irwin/McGraw-Hill
High
Low
Brand Augmentation
•Most CPG categories
•Fast food
•Convenience products
Channel Augmentation
•Most B2B products
•Real estate
•Computer systems
•Industrial chemicals
Channel Proliferation
•Most shopping goods
•Books
•Music
•Office supplies
Channel Deconstruction
•Most low-end services
•Domestic travel
•Personal investing
•Prescription drugs
Low
High
Intensity of information in the buying process
© 2000 The McGraw-Hill Companies, Inc.
46
TOWARDS THE SEAMLESS COMPANY
Mail
Fax
E-mail
Web
Phone
Person
• Establish need
• Find sources
• Establish trust
• Determine value
• Select product
• Negotiate terms
• Transact
• Get service
• Upgrade/repeat
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
TOWARDS AN ENTITY-CENTRIC
INFRASTRUCTURE
47
Suppliers (direct and
indirect materials)
Supplier-facing Applications
(“Buy-side”-SCM and ORM)
ERP
(Transactions Backbone)
Customer-facing Applications
(“Sell-side”-CRM and SFA)
Customers and Salesforce
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
48
COMPONENT-BASED ARCHITECTURE
Supplier
Management
Customer
Management
Cross
Application
Components
Partner
Management
Applications
Specific
Components
Enterprise
Portal
Industry
Specific
Components
Common Business Objects
Distributed Object Infrastructure
Legacy Application Objects
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.
A VISUAL TOOL FOR EVALUATING EBUSINESS INITIATIVES
49
Anticipated payoff
Scope of
impact
Competitive
differentiation
Time to
payoff
Trainability
Adoption risk
Capability
risk
Irwin/McGraw-Hill
Integrated risk
© 2000 The McGraw-Hill Companies, Inc.
SEVEN ORGANIZATIONAL PROCESSES IN EBUSINESS TRANSFORMATION
• Culture
• Shared vision
Staffing
• Traits
• Skills
Motivating
Vision and
Strategy
Structuring
• Organization
• Integration
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• Incentives
• Rewards
Diffusing
Catalyzing
50
Training
• Education
• Mentoring
Externalizing
• Partners
• Suppliers
© 2000 The McGraw-Hill Companies, Inc.
51
THE ROLES OF A MATURE E-BUSINESS
ORGANIZATION
Scope of initiative
Enterprise
level
CIO leads
Matchmaking role
CEO, lead
Venturing role
E-business
organization
SBU
level
Department of
IT leads
Coordinating role
Productivity-oriented
internally focused
SBU head leads
Escalating role
Growth-oriented
externally focused
Outcome of initiative
Irwin/McGraw-Hill
© 2000 The McGraw-Hill Companies, Inc.