Download Your role in supporting and influencing corporate strategy

Your role in supporting and
influencing corporate strategy
13 May 2008
Presented by John DiNatale
Demystifying strategy - what is it anyway?
 A strategy is simply a long term plan of action
designed to achieve a particular goal, most
often "winning".
 Strategy is differentiated from tactics by its nature of
being extensively premeditated
 The word strategy derives from the Greek word
stratēgos, which referred to a 'military commander'.
Strategic Management
Art
Science
Define
Organisational Objectives
Policies and Plans
Implement
Evaluate
Resources
Levels of Strategic Planning
Corporate Strategy
HR
Sales & Mktg
IT
Operations
Plan
Plan
Plan
Plan
Production
Plan
Distribution
Plan
Strategy Development Methodologies
Porter’s 5 Forces Model
 A framework for business strategy development developed by
Michael Porter at Harvard Business School in 1979
 The model includes three ‘horizontal’ forces – threat of
substitute products, threat of established rivals, threat of new
entrants and two ‘vertical’ forces – the bargaining power of
suppliers and customers
Sun Tzu – The Art of War (for EAs)
A Chinese military book written
during the 6th Century BC
Composed of 13 chapters,
each of which is devoted to one
aspect of warfare
Considered the definitive work
on military strategies and
tactics of its time
The modern EA?
Strategic Planning
 Careful planning based on sound information
contributes to faster and better decisions
 A strategic plan should be brief and easily understood
– simplicity is the key
Waging War
 Stay focused on strategic objectives
 Balance resources, risks and rewards
The Offensive Strategy
 The focus is on knowledge
 Patience, positioning and timing
 Always have an edge
 Maintain some “opportunistic flexibility”
 Reward, replenish and invest in support structure
Tactics
 Have a well organised implementation plan
 Be prepared to learn from mistakes
 Maintain the highest ethics
Energy
 Momentum and timely action
 Leverage complementary skill sets
 Know the characteristics of your team
Maneuvering
 Disciplined organisation
 Relationship management
 Organisational management
 Study, observe, compare and apply
 The value of timing should never be underestimated
The use of spies
 Secure the best information possible for
every situation
 Study the past, analyse the present to create
an edge for the future
Overview
Today’s EA:
 is a crucial team member
 not only supports strategy, but contributes to its
development and ongoing refinement
 is a key focal point for organisational knowledge
 plays an important role in optimising the use of
organisational resources
John DiNatale
[email protected]
www.dcstrategy.com