Business Strategy II Objective The objective of this course is to familiarize students with contemporary thought and practice in strategy implementation as well as other advanced issues in Business Strategy. The objective of this course is to provide a framework for addressing the problems of implementing strategy based on the assumption that strategy has already been determined and is not subject to sudden change.
It was headed by Frederick Gluckand despite promise, the project could not manage to effectively implement the new strategies.
The second project was related to the problem of implementation: This project was headed by Cleveland-based James Bennet. Despite being described as "marginal," the project "had an infinite travel budget that allowed [Peters] to fly first-class and stay at top-notch hotels, and a license from McKinsey to talk to as many cool people as [he] could all around the United States and the world.
There was no theory that I was out to prove. I went out and talked to genuinely smart, remarkably interesting, first-rate people. In a article, "Symbols, Patterns and Settings," Peters argued that "shifting organizational structure" and "inventing new processes" - structure and system, respectively - were only two tools of organizational change.
Peters then outlined eight "mundane" tools that every manager has at their fingertips. He described this article as a "tentative presentation" and "the first public expression of these ideas. That provided the spur for Peters to create a slide two-day presentation.
However, unlike the hyper-organised Siemensthe 7s framework of skoda management required a tighter format than slides, so Tom Peters consolidated the presentation into eight themes.
Each of these eight would form a chapter of In Search of Excellence. InWaterman joined Peters, and, along with Waterman's friend Tony Athos and Richard Pascale - both academics - came together at a two-day retreat in San Francisco to develop what would become known as the 7S Framework, the same framework that would organize In Search of Excellence.
The primary "innovative" theme that undergirded what would become the well-known "In Search of Excellence book was that "structure is not organization. An organizational structure is not an organization. In DecemberPeters left the company after agreeing to a fifty percent royalty split with McKinsey.
Later, co-author Waterman stayed at the firm for three more years but received no royalties from In Search of Excellence In Search of Excellence[ edit ] The work of Peters, Waterman, Athos, and Pascale leading up to the widely successful In Search of Excellencenot only elaborated the eight themes that would form each chapter, but also the 7 S's frame the different ways in which the firms profiled in the book were "excellent.
To analyze how well an organization is positioned to achieve its intended objective Usage Improve the performance of a company Examine the likely effects of future changes within a company Align departments and processes during a merger or acquisition Determine how best to implement a proposed strategy The Seven Interdependent Elements The basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful Hard Elements Strategy - Purpose of the business and the way the organization seeks to enhance its competitive advantage.
Structure - Division of activities; integration and coordination mechanisms. Systems - Formal procedures for measurement, reward and resource allocation.
Soft Elements Skills - The organization's core competencies and distinctive capabilities. Staff - Organization's human resources, demographic, educational and attitudinal characteristics.
Style - Typical behaviour patterns of key groups, such as managers, and other professionals. Limitations[ edit ] This framework, though highly laudable, gives rise to a few vital points, like: Or what is the action triggered after putting your organization into this drill? Here too, a similar approach may be needed, as a tool, to really put this into action.
But to improve each business process, such as Marketing, Finance, Manufacturing etc. The Theory and Practice of Change Management.Session - authorSTREAM Presentation.
Session - authorSTREAM Presentation The objective of this course is to provide a framework for addressing the problems of implementing strategy based on the assumption that strategy has already been determined and is not subject to sudden change.
Cases Volkswagen’s Acquisition of Skoda Auto. PEST Analysis on the automobile industry. Download.
Another example is Volkswagen, it has fuel cell and hybrid Tourans, added with a synthetic-fuelled Skoda Fabia, and BMW offers a 7 series capable of running on hydrogen and petrol. There is even a Lotus Elise sports car that runs on natural gas. The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H.
Waterman, Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of Excellence) in the s. Implementation of 7s CpC Pay Matrices – Pay fixation to staff – Anomaly resulting less pay to senior in comparison with junior-reg.
McKinsey 7s framework – reengineering, reverse engineering, quality as a strategy Internal development – mergers and acquisitions – joint developments and strategic alliances.
Success criteria – suitability, suitability, acceptability, acceptability, feasibility. feasibility. In this interactive presentation--one in a series of multimedia frameworks--Lowell Bryan, a director in McKinsey's New York office, examines 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness.