Vivienne
22-05-09, 08:33 AM
During this time of revisions.i have tried to outline the general overview of P3 .
An organisation views stratergy in three different ways namely
1.stratergic design- this is a top down planning to establish course of action or direction
2.stratergic experience-stratergy is influenced by experience of people.incremental development on past stratergies.
3.stratergic ideas-here diverse and variety of ideas are important
STRATERGIC POSITION
This can be analysed by using the SWOT analysis
it is divided into 2
1. External (to outside enviroment) models 5 forces,national diamond,market segmentation,PESTLE scenario planning.
2.Internal(within the organisation) models financial analysis,BCG,product life cycle,benchmarking,9ms,value chain
After evaluating the position you now make stratergic choices
STRATERGIC CHOICES
How to compete- Porters generic stratergies
Cost leader
Differentiation
Focus
Where to grow(direction)-market penetration
product development
market development
Diversify- related (vertical intergration)
( horizontal intergration)
unrelated(conglomerate)
How to grow - organic( internally using our capabilities)
-externally (JVs,acquisitions,alliances,franchise)
In the overrall these choices must satisfy the below criteria(SFA)
1. Suitability(stratergic fit)
2.Feasibility( resources)
3.Acceptability(Stakeholders)
STRATERGY IN ACTION(IMPLEMENTATION)
This is when the organisation is implementing the proposed stratergy
1.Whenever new ideas the first thing is change management(model Lewins)
2.May require to be handled as a project
3.May be necessary to completely change process.most companies automate their processes
(model Harmon)
4.Quality is how efficient and how accurate(six sigma)
development goes through stages like CMMI
This is how i have viewed the P3 paper and the actual models that i feel may be used in the given situations.if anyone has additions to make or or corrections i would be glad indeed.
An organisation views stratergy in three different ways namely
1.stratergic design- this is a top down planning to establish course of action or direction
2.stratergic experience-stratergy is influenced by experience of people.incremental development on past stratergies.
3.stratergic ideas-here diverse and variety of ideas are important
STRATERGIC POSITION
This can be analysed by using the SWOT analysis
it is divided into 2
1. External (to outside enviroment) models 5 forces,national diamond,market segmentation,PESTLE scenario planning.
2.Internal(within the organisation) models financial analysis,BCG,product life cycle,benchmarking,9ms,value chain
After evaluating the position you now make stratergic choices
STRATERGIC CHOICES
How to compete- Porters generic stratergies
Cost leader
Differentiation
Focus
Where to grow(direction)-market penetration
product development
market development
Diversify- related (vertical intergration)
( horizontal intergration)
unrelated(conglomerate)
How to grow - organic( internally using our capabilities)
-externally (JVs,acquisitions,alliances,franchise)
In the overrall these choices must satisfy the below criteria(SFA)
1. Suitability(stratergic fit)
2.Feasibility( resources)
3.Acceptability(Stakeholders)
STRATERGY IN ACTION(IMPLEMENTATION)
This is when the organisation is implementing the proposed stratergy
1.Whenever new ideas the first thing is change management(model Lewins)
2.May require to be handled as a project
3.May be necessary to completely change process.most companies automate their processes
(model Harmon)
4.Quality is how efficient and how accurate(six sigma)
development goes through stages like CMMI
This is how i have viewed the P3 paper and the actual models that i feel may be used in the given situations.if anyone has additions to make or or corrections i would be glad indeed.