6329108
Description
Mind Map by Karla Corona, updated more than 1 year ago
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Created by Karla Corona
almost 8 years ago
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Estrategia,
posicionamiento
de estrategia,
propósito y acción.
- What is strategy?
- Strategic positioning
- Strategy is the creation of a unique
and valuable position, involving a
different set of activities.
- Strategy requires you to make
trade-offs in competing—to
choose what not to do.
- Strategy involves creating
“fit” among a company’s
activities.
- Strategy is the creation of a unique
and valuable position, involving a
different set of activities.
- Operational Effectiveness Is Not Strategy
- Companies must be flexible enough to respond rapidly to
changes; and be in continously comparission with their
competence.
- Despite all these caracteristics, companies
must be able to always distinguish between
operational effectiveness and strategy.
- Operational effectiveness means
performing similar activities
better than rivals perform them.
- Strategic positioning means
performing different activities
from rivals’ or performing similar
activities in different ways.
- Operational effectiveness means
performing similar activities
better than rivals perform them.
- Despite all these caracteristics, companies
must be able to always distinguish between
operational effectiveness and strategy.
- Companies must be flexible enough to respond rapidly to
changes; and be in continously comparission with their
competence.
- Strategy Rests on Unique Activities
- Being different!
- strategy is in the activities – choosing to perform
activities differently or to perform different
activities than rivals.
- Origins
- variety-based positioning
- needs-based positioning
- accessbased positioning.
- variety-based positioning
- Being different!
- A Sustainable Strategic Position Requires Trade-offs
- Strategy can be imitate
- Trade offs appear for three reasons in specific.
- inconsistencies in image
or reputation.
- trade-offs arise
from activities
themselves.
- limits on internal
coordination and
control.
- inconsistencies in image
or reputation.
- Without trade-offs, there would be
no need for choice and thus no need
for strategy
- Strategy can be imitate
- Fit Drives Both Competitive Advantage and Sustainability
- strategy is about
combining activities.
- Rather than seeing the company as a whole, managers have
turned to “core” competencies, “critical” resources, and “key”
success factors.
- Types of fit
- simple consistency
- activities are reinforcing.
- optimization of effort.
- simple consistency
- Types of fit
- strategy is about
combining activities.
- Rediscovering Strategy
- the greater threat to strategy often
comes from within the company
- Bad influences
- Growth trap
- Profitable growth
- The role of leadership
- Growth trap
- the greater threat to strategy often
comes from within the company
- Strategic positioning
- Can you say what your strategy is?
- Elements of a strategy statement
- objective
- ends
- ends
- Scope
- Domain
- Domain
- Advantage
- Means
- Means
- Defining these three
elements, requires trade
offs
- objective
- Elements of a strategy statement
- From purpose to impact
- What is purpose?
- Your leadership purpose is who you are and what makes you
distinctive
- Your leadership purpose is who you are and what makes you
distinctive
- How do you find it?
- The point is to identify your core, lifelong strengths, values, and
passions— those pursuits that energize you and bring you joy
- The point is to identify your core, lifelong strengths, values, and
passions— those pursuits that energize you and bring you joy
- How do you put your purpose into action?
- First of all, clarifying your purpose, You must also envision the
impact you'll have on your world as a result of living your purpose
- First of all, clarifying your purpose, You must also envision the
impact you'll have on your world as a result of living your purpose
- What is purpose?
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