mind of the startegist
TRANSCRIPT
STRATEGIC MANAGEMENT
PRESENTED BY –
SAI PATIL
TUSHAR SHRIVASTAVA
SAHIL JAIN
KENICHI OHMAE
Popularly known as “Mr. Strategy”
Chairman of McKinsey & Company ( Japan)
Author of 5 books including “The mind of the strategist“
PART 1
THE ART OF STRATEGIC THINKING
ANALYSIS : THE STARTING POINT
DETERMINING THE CRITICAL ISSUES
FAIL-SAFE METHODOLOGY
THE ISSUE DIAGRAM
THE PROFIT DIAGRAM
FOUR ROUTES TO STRATEGIC ADVANTAGE
FOCUSING ON KEY FACTORS
DISSECTING THE MARKET
HIGHTLIGHTING DIFFERENCES BETWEEN WINNERS AND LOSERS
IDENTIFYING THAT KFS (KEY FACTORS FOR SUCCESS) IS NOT ENOUGH
BUILDING ON RELATIVE SUPERIORITY
THE MECHANISM OF RELATIVE SUPERIORITY
PURSUING AGGRESSIVE INITIATIVES
Strategist weapons- strategic thinking , consistency and coherence
Challenge the prevailing assumptions by asking WHY?
Breakthrough the stalemated situations
EXPLOITING STRATEGIC DEGREES OF FREEDOM
SELECTING THE CRITICAL AXES
CASES IN POINT FIGHTING ON
MULTIPLE FRONTS EXPLOITING DEGREES
OF FREEDOM SEGMENTING BY
USER OBJECTIVE
THE SECRET OF STRATEGIC VISION
STRATEGIC TUNNEL VISION THE “AL OR NOTHING” FALLACY FLEXIBLEL THINKING PERILS OF PERFECTIONISM KEEPING DETAILS IN PERSPECTIVE FOCUS ON KEY FACTORS PROBING FOR KFS CHALLENGING THE CONSTRAINTS STRATEGIC SCHIZOPHRENIA A QUESTION OF ATTITUDE
PART 2
BUILDING SUCESSFUL STRATEGIES
THE STRATEGIC TRIANGLE
THE STRATEGIC 3 C’s Corporation Customers Competition
STRATEGIC PLANNING UNIT
BROAD PERSPECTIVE NEEDED
TESTING THE DECISION Reassessing the legitimacy of three C’s This is done by asking these questions:1. Are customer wants well defined and
understood?2. Is the business unit equipped to respond
functionally to the basic wants and needs of the customer in defined segments?
3. Do competitors have different sets of operating conditions that could give them a relative advantage over the business unit in question?
CUSTOMER BASED STRATEGIES
BASIC MODES OF MARKET SEGMENTATION: Segmentation by Customer Objectives (eg.
Coffee) Segmentation by Customer Coverage
RESEGMENTING THE MARKET
CHANGES IN CUSTOMER MIX Change occurs due to alterations in
demography, distribution channels, customer size etc.
Eg. Truck manufacturer The author quotes “very few companies lose
market share in head-on competition. In my experience, in the majority of instances a corporation looses share because of structural change i.e the faster growth of its weak segment compared with its strong segment”
KEEPING TABS ON TRENDS The author quotes:
“Customer based strategies are the basis of all strategy”
“ In a free, competitive economic world, there will be no stability in a corporation’s performance if it allows its attention to be diverted from the basic business mission of serving its customers”
CORPORATE BASED STRATEGIES
IDENTIFYING KEY FUNCTIONS Eg. Manufacturer of switches, timers and relays
SELECTIVITY AND SEQUENCING Eg. Japanese corporations
FUNCTIONAL STRATEGIES (casio v/s the competition) Optimizing functional performance
Improving cost effectiveness Reducing costs through overhead value analysis and zero based budgeting Exercise greater selectivity (cherry picking high impact operations) Sharing a key function
Avoiding the pitfalls
COMPETITOR BASED STRATEGIES
POWER OF AN IMAGE Eg. Sony and Honda in Japan
EXPLOITING TANGIBLE ADVANTAGES Eg. Toyota’s forklift truck business
CAPITALISING ON PROFIT AND COST-STRUCTURE DIFFERENCES
TACTICS FOR FLY WEIGHTS
PART 3
MODERN STRATEGIC REALITIES
UNDERSTANDING THE ECONOMIC ENVIORNMENT
CONTINUING LOW GROWTH MARKET MATURITY AND STRATEGIC STALEMENT UNEVEN DISTRIBUTION OF RESOURCES GROWING INTERNATIONAL COMPLEXITIES IRREVERSIBLE INFLATION DEVELOPING A STRATEGIC RESPONSE REPLACEMENT DEMAND INTERNATIONAL DISPLACEMENT NEW ECONOMIC ORDER ACCELERATED LIFE CYCLE
COPING WITH STRATEGIC CHANGE
FROM LABOUR TO CAPITAL INTENSIVE FROM MULTINATIONALS TO MULTILOCALS SHIFT FROM FIXED COST TO VARIABLE COST
GAME FROM STEEL TO ELECTRONICS SHIFT IN BUSINESS UNIT DEFINITION FROM INTERNATIONAL TO LOCAL FINANCIAL
MANAGEMENT FROM SYSTEMS TO HUMAN BEINGS ADDING IT ALL UP
JAPAN: MYTHS AND REALITIES
CONCEPT OF THE CORPORATION ORGANIZATION MEANS PEOPLE GOVERNMENT AS COACH, NOT CAPTAIN CHANGING THE BATTLEGROUND A SUCCESS RECIPE
FORESIGHTED DECISION MAKING
DEFINING THE BUSINESS DOMAIN CONSTRUCTING A STRATEGIC
SCENARIO CONFRONTING CRITICAL CHOICES PACING PROGRESS REALISTICALLY STICKING TO THE BASICS
A STRATEGIC SUCCESS FORMULA
SENSING THE LIMITS CONDITIONS OF CREATIVITY