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Business Model Innovation and Change
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1
Business Model Innovation
Faculty: Dr Steyn Heckroodt
Date: 2014
Inspiring thought leadership across Africa
2
OUTCOMES
Source: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
© Dr Heckroodt, S
Analyse the concept of strategy and the process of developing corporate
strategy
Analyse and evaluate the processes of planning and developing a
corporate strategy
Analyse the strategy of a business in relation to the macro-environment
Motivate the role of a strategic plan in the achievement of an
organisation's mandate
Formulate an integrated strategy for an organisation based on the
analysis of the most viable strategic initiative/s
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FOCUS AND APPROACH
For your own interest – not to be
discussed during session
• Read the article and entertain the
thought on the relation between
understanding and knowing,
determining what possible value it
holds for your strategic thinking?
http://lectureonbusiness.com/blog/kno
wledge/
Source: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
© Dr Heckroodt, S
4
UNDERSTANDING
© Dr Heckroodt, S
“The better we can understand the cause-and-effect associations
between the things shaping our business and its markets, the better
placed we are to make strategic decisions to ensure effective future
performance…”
Tovstiga and Aylward (2008)
5
THE SEQUENCE
© Dr Heckroodt, S
environmental scanning
execute scenario planning
appropriate strategy selection
Business performance
6
INFORMATION
© Dr Heckroodt, SSource: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
7
STRATEGIC SELECTION
© Dr Heckroodt, SSource: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
8
ENVIRONMENT
© Dr Heckroodt, S © Dr Heckroodt, SSource: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
9
Practical
© Dr . Steyn Heckroodt
• Critically analyse your organisation’s current scanning (information gathering) processes and methodologies.
• Identify possible problems in the current and entertain an open discussion on some possible alternatives or better ways of doing it.
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PESTLE and Systems Thinking
© Dr . Steyn Heckroodt
For your own interest – not to be done during session
• Read the article and entertain the thought about moving beyond PESTLE, determining what value it holds for your strategic thinking?
http://lectureonbusiness.com/blog/should-management-move-beyond-pestle/
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DYNAMISM
© Dr Heckroodt, SSource: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
12
Strategic fitas a juncture
OpportunityThreat
OrganisationAbility
STRONG RELATIONSHIPSFLEXIBLE
STRATEGIC THINKING MODE
© Dr Heckroodt, SSource: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
13
STRATEGY AND COMPETITIVENESS
© Dr Heckroodt, SSource: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
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NEW FRAMEWORK
© Dr Heckroodt, S
Source: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
15
Practical
© Dr . Steyn Heckroodt
• Critically analyse your organisation’s current competitive business model.
• Identify possible problems in the current and entertain an open discussion on some possible alternatives or better ways of structuring a competitive business model and maybe highlight some substantial organisational problems – maybe something that could be tackled through a BDAL project
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THINKING MODES
© Dr Heckroodt, S
DISORDERCHAOTICDomain of rapid response
ActSense
RespondSIMPLE
Domain of best practiceSense
CategoriseRespondPESTLE
segmentationand categorisation
COMPLICATEDDomain of experts
SenseAnalyseRespond
COMPLEXDomain of emergence
ProbeSense
RespondP-square
Source: Amended from Snowden and Boone, 2007. A Leader’s framework for decision making
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Dominant attribute
QualityPrice
Variety and Range
ConvenienceDemand
Source: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
© Dr Heckroodt, S
STRATEGIC COMPETITIVENESS
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Simulation example…
Service leader
Commodity leader
Cost leader
Cost and service leader
Low
Hig
hLo
w
HighCost advantage
Valu
e a
dvan
tag
e
Source: Amended from Christopher, M. Third Edition. Logistics and Supply Chain Management. Pearson Education
STRATEGIC POSITIONING
© Dr Heckroodt, S
19
Ideal Future
Current Future
Simulation example…
Low
Hig
hLo
w
HighCost advantage
Valu
e a
dvan
tag
ePOINT IN TIME
© Dr Heckroodt, S
Source: Amended from Christopher, M. Third Edition. Logistics and Supply Chain Management. Pearson Education
20
Strategic fitas a juncture
OrganisationAbility
Internal Information Live
External Information Live
Strategic planning = alive = moves beyond
annual event
OpportunityThreat
PROBABILITYIM
PACT
STRATEGIC APPROPRIATENESS
© Dr Heckroodt, SSource: Amended from Heckroodt, S. Strategic Thinking – GAME OVER. Epubsa.co.za
21
Practical
© Dr . Steyn Heckroodt
Analyse the concept of strategy and the process of developing corporate strategyPractice:Analyse in terms of appropriateness – not correctnessDo high-level contextual and transactional business environmental scanningUse either conventional or P-square frameworkDo internal environmental scanning, specifically looking at people, finance, infrastructure and informationProvide a qualitative opinion on whether the strategy is appropriate, based on the information to your disposal