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  • S2 Strategic Direction

    Diunggah oleh

    Prakriti Singh
    76 tayangan17 halaman
    A vision statement answers the question: "what do we want to become?" A Clear Vision statement provides foundation for comprehensive mission statement. The company also specifies the 'TCIL way'--which the company employees pride as the reason why TCIL is such a high performer.

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    A vision statement answers the question: "what do we want to become?" A Clear Vision statement provides foundation for comprehensive mission statement. The company also specifies the 'TCIL way'--which the company employees pride as the reason why TCIL is such a high performer.

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    Attribution Non-Commercial (BY-NC)
    Unduh sebagai PDF, TXT atau baca online dari Scribd
    Tandai sebagai konten tidak pantas
    76 tayangan17 halaman

    S2 Strategic Direction

    Diunggah oleh

    Prakriti Singh
    A vision statement answers the question: "what do we want to become?" A Clear Vision statement provides foundation for comprehensive mission statement. The company also specifies the 'TCIL way'--which the company employees pride as the reason why TCIL is such a high performer.

    Hak Cipta:

    Attribution Non-Commercial (BY-NC)
    Unduh sebagai PDF, TXT atau baca online dari Scribd
    Tandai sebagai konten tidak pantas
    dari 17

    KSOM

    Session 2 Strategic Direction

    Hierarchy of strategic intent

    @ Ashok K. Sar

    SFM-2010

    Hierarchy of Strategic Intent


    KSOM Most Integrative Fewest in number

    Vision Mission Values Goals

    Objectives
    Most specific
    @ Ashok K. Sar

    Plans
    Miller - 1998
    SFM-2010

    Greatest in number
    2

    Vision
    KSOM

    Vision statement answers the question: What do we want to become? Components of a vision
    Core ideology
    Core values companys essential tenets Core purpose companys reason for being

    Envisioned future
    10-30 year BHAG aid long term vision Vivid description

    A Clear Vision statement provides foundation for comprehensive mission statement


    @ Ashok K. Sar SFM-2010 3

    Mission
    KSOM

    Why the organization exists, or the purpose What differentiates the organization from others, or the identity; and The basic beliefs, values, and philosophy of the organization Business definition Key elements: Obligations the firm holds to its stakeholders; The scope of the business; Sources of competitive advantage; The organizations view of the future.
    @ Ashok K. Sar SFM-2010 4

    Values
    KSOM

    commonly held beliefs, mindsets, and assumptions that shape how work is done in an organization

    @ Ashok K. Sar

    SFM-2010

    Values: TCIL
    KSOM

    To excel in providing communication solutions globally by anticipating opportunities in technology. The company also specifies the TCIL Waywhich the company employees pride as the reason why TCIL is such a high performer, in spite of being a Public Sector Undertaking (PSU)

    @ Ashok K. Sar

    SFM-2010

    Goals
    KSOM

    Financial & non-financial Stretched goals

    @ Ashok K. Sar

    SFM-2010

    Objectives
    KSOM

    Provide the measurable parameters for monitoring/evaluating the performance of the organization Time dimension

    @ Ashok K. Sar

    SFM-2010

    Plans
    KSOM

    Indicate the specific actions that will be taken by the organization in order to achieve the objectives. Specify the roles members of the organization will perform, the resource allocation across different organizational sub-units and departments, and prioritize and schedule the various activities.
    @ Ashok K. Sar SFM-2010 9

    KSOM

    Hierarchy of Strategic Intent Statement of Firms Strategic Intent

    Arenas

    Staging

    Economic Logic

    Vehicles

    Differentiators

    Hambrick and Fredrickson (2001)


    @ Ashok K. Sar SFM-2010 10

    Arenas
    KSOM

    Where will be active? (and with how much emphasis)


    Which product category? Which market segment? Which geographic segment? Which core technology? Which value-creation stages?

    @ Ashok K. Sar

    SFM-2010

    11

    Differentiators
    KSOM

    How will we win?


    Image? Customization? Price? Styling? Product reliability?

    @ Ashok K. Sar

    SFM-2010

    12

    Vehicles
    KSOM

    How will we get there? Internal development? Joint ventures? Licensing? Acquisitions?

    @ Ashok K. Sar

    SFM-2010

    13

    Staging
    KSOM

    What will be our speed and sequence of moves? Speed of expansion Sequence of initiatives

    @ Ashok K. Sar

    SFM-2010

    14

    Economic logic
    KSOM

    How will we obtain our results?


    Low cost through scale, scope & replication advantage Premium price due to unmatchable service, proprietary product features

    @ Ashok K. Sar

    SFM-2010

    15

    KSOM

    @ Ashok K. Sar

    SFM-2010

    16

    Next Class
    KSOM

    SpryLab
    Segmenting, value propositionsFig. 1-9 Scope, CompetenciesTable 1-8 Define MissionTable 9 Set strategic agendaTable 10
    Goals & Objectives Table 13 & 14

    @ Ashok K. Sar

    SFM-2010

    17

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