RIGHT STRATEGIC THINKING

Thesis on strategic thinking

STRONG STRATEGIC THINKING IS REQUIRED FOR FIRM’S CONTINUOUS COMPETITIVENESS DEVELOPMENT

IBM IDEAS

SIMPLE PROPOSITIONS by John F. Akers, New York Times on 06/91

  • customer satisfaction and balanced growth
  • being competitive in every market and segment
  • being competitive in every product, service, unit, country, and individual

    RESULT: That hard talk about form did not help without substance and THEN IN 1991 IBM FAILED AND WENT DOWN

    GE IDEAS by Jack Welch, Jr., Fortune on 08/16/92

    WORK OUTS

    a forum for mental work-out to cut unneeded work, and to solve problems together

    BEST PRACTICES

    look at how top firms are doing, and do the same

    PROCESS MAPPING

    work on the map to do it right

    RESULT GE SUCCEEDED AND IS GOING STRONG

    PLA IDEAS

    "BIG PICTURE" MENTAL WORKOUT AND VISION TOOL FOR HAVING POWER TO SEE

    innovative work-out about where your business is and where its competition is? Solve the right strategic position as to competitive premium and standard products or services.

    PURCHASE CRITERIA

    sort out purchase criteria per actual value and signal value

    SEGMENTATION

    product and customer segments to show competitive environment

    VALUE CHAIN

    activities of designing, producing, marketing, distributing, and supporting firm’s product

    Alltogether these areas form a good way to build learning organization

    THEN HBR on 11/12/92 *OLD TAYLOR IS OBSOLETE, NOW CHAOS

    "Systems archetypes", "limits to growth", systemic, automatic processes, managers are out of control. By understanding these, systems and behavior, one can make real changes. The scientific managers of today, must be researches, who study their own organizations.

    THEN AFV on 12/92 *ABB BUILDS INTERNAL WAY

    The new ideas mean by Mats Kjellman competitiveness leader in ABB that there is now 10 times more internal development than earlier.

    THEN ECON on 03/93 *PORTER DESCRIPTIVE NOT PRESCRIPTIVE

    While Michael E. Porter’s books were instant hits his ideas have had little impact on how most firms go about formulating their strategy.

    THEN ECON 04/93 *CHIEF EXECUTIVE AND HIS TEAM SHOULD DO THE STRATEGIC THINKING

    No outside consultants, whether Porter, Hamel, or Prahalad can set a strategy for a firm because they cannot, and should not think for that firm.

    IN THIS UNPREDICTABLE MARKET EACH MANAGEMENT TEAM SHOULD LEARN SYSTEMS THINKING. NOW THIS IS POSSIBLE AROUND MY "BIG PICTURE" CALLED WORK-OUT AND THEN MAKE REAL CHANGES FOR THE 21ST CENTURY.

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