Consolidation of Processes and Steps Flashcards
(45 cards)
1
Q
[Megatrends] Examples
A
MEITU’D
- global Marketplace (blur categorisation; increasing interdependence)
- Economic power shift
- rise of the Individual
- enabling Technology
- Urbanisation and rise of the middle class
- changing Demographics [WAYP]
2
Q
[VUCA] Volatility
A
D’COST
- Duration of outcome is unknown
- Cause is known
- Outcome-based: the outcome is volatile, not the event itself
- Shocks and Triggers: change is caused by shocks and triggers imposed by the environment
3
Q
[VUCA] Overcoming Volatility
A
RAD
- Redundancy
- Agility
- Decoupling
4
Q
[VUCA] Uncertainty
A
P’FRIK
- unPredictable future
- managers lack Foresight due to unpredictability
- Relationship between cause and effect is poorly understood
- Information investment is needed
- good Knowledge is lacking
5
Q
[VUCA] Overcoming Uncertainty
A
Postures [SAR] and Moves [NOOB]
Postures:
- Shape the future
- Adapt to the future
- Reserve the right to play
Moves:
- NO regret moves
- Options
- Big bets
6
Q
[VUCA] Complexity
A
Institutionalised and Individual
IIDU
- Imposed
- Inherent
- Designed
- Unnecessary
7
Q
[VUCA] Overcoming Complexity
A
Within the company
- modelling
- better use of data
- better forecasting tools
- risk mitigation
- triangulation
In the environment
- adapt
- align to new environment complexity
8
Q
[VUCA] Ambiguity
A
causal mechanism between cause and effect is unknown
- presence of unknown-unknowns
9
Q
[VUCA} Overcoming Ambiguity
A
Experimentation
- Lab
- Quasi
- Field
- Natural
Systems thinking and understanding context
10
Q
[Speed of Change] Challenge for Big Businesses
A
SMU PIT
- Scope of the industry hard to define
- learn from Mavericks
- identify and address Uncertainties
- adopt multiple Perspectives
- address risks with Initiative
- Time pacing
11
Q
[Speedy of Change] Building Second-Order Capabilities. How many steps?
A
- Reading and Acting on Signals
- Experimentation
- Manage Complex Multi-company Systems
- Mobilisation and Motivation
12
Q
[Speed of Change] Characteristics of Time Pacing
A
VPR
- strategic Vision
- Proactive
- Rhythmic
13
Q
[Speed of Change] Managing Transitions. Which scenarios of transitions?
A
MAPE
- M&A
- Advertisement campaigns
- shifts in Product development
- Entering and leaving markets
14
Q
[Disruption] Challenges for firms
A
B-ICE
- Bias: status quo, sunk cost, employee resistance
- Ignorance of other customers, only listening to current customers
- organisational Culture: VPR
- destruction of Existing capabilities
15
Q
[Disruption] Dealing with Disruption
A
SIA
- new organisational Structure: when current processes don’t match
- spin out an Independent organisation: when values don’t match
- Acquire an organisation: which has VPR aligned
16
Q
[Organisational Boundaries] Types of Organisational Boundaries
A
5 types
- Vertical
- Horizontal
- Stakeholder
- Demographic
- Geographic
17
Q
[Organisational Boundaries] TCA: Governance
A
Market
Intermediate
Hierarchical
18
Q
[Organisational Boundaries] Capability Consideration
A
CCA
- Collaboration with firms possessing capabilities
- Creating Capabilities
- Acquiring Capabilites
19
Q
[Organisational Boundaries] Difficulties in Creating Capabilities
A
CHAP
- social Complexity
- Historical context
- causal Ambiguity
- Path dependence
20
Q
[Organisational Boundaries] Difficulties in Acquiring Capabilities
A
V-RULL
- reduces the Value of desired capabilities
- costly to Reverse if undesirable
- Unwanted baggage
- costly to Leverage
- Legal constraints
21
Q
[Organisational Boundaries] Goal of Boundary Spanning Leadership
A
DAC
- Direction
- Alignment
- Commitment
22
Q
[Organisational Boundaries] Boundary Spanning Leadership
A
Managing Boundaries
- buffering
- reflecting
Forging Common Grounds
- connecting
- mobilising
Creating New Frontiers
- weaving
- transforming
to achieve the Nexus Effect
23
Q
[Organisational Learning] Methods in Organisational Learning
A
Single Loop Learning
Double Loop Learning
Learning Organisations = learning orientations + facilitating factors
24
Q
[Organisational Learning] Challenges in Double Loop Learning
A
SBP
- Status quo bias
- Bandwidth
- Power and social dynamics
25
[Organisational Learning] Learning Orientations
1 source. 4 focus, 2 modes
Knowledge source
Product-process focus
Learning focus
Value chain focus
Skills development focus
Documentation mode
dissemination mode
26
[Organisational Learning] Facilitating Factors
O-LEVElS
- climate of Openness
- involved Leadership
- continuing Education
- operational Variety
- Experimental mindset
- Systems perspective
27
[Analytics] Challenges in Analytics
D-HHAM
- type of Data to use: qualitative vs quantitative
- the need for a Hypothesis
- balancing Human touch with analytics
- transforming data into Actionable plans
- Modelling
28
[Scenarios and Options] Options
PICS
- exploring Possibilities
- Investment with no immediate returns
- Cost of creating, maintaining and exercising options need to be considered
- Strategic tool, foresight and flexibility
29
[Scenarios and Options] Creating Options
HPOPO
- uncover Hidden constraints
- establishing Processes to build new strategic options
- Optimising strategic portfolio: cost-benefit analysis
- combining Planning and Opportunism
30
[Scenarios and Options] Scenarios
scenarios are imagined futures
SAGE
- act as early warning Signals
- Assess robustness of core competencies
- Generate strategic options
- Evaluate risk and returns
31
[Scenarios and Options] Scenario Planning
OESCI
- Orientation
- Exploration
- Scenario and narrative creation
- options Consideration
- Integrating into current management processes
32
[Management Theory] Developing a Theory
OCH
- Observation and description of the phenomenon
- Categorisation of the phenomenon meaningfully
- Hypothesis generation to form a theory
33
[Integrative Thinking] Wicked Problems
IICCCI
Impossible to solve due to incomplete, contradictory and changing requirements that are difficult to recognise
Complex Interdependencies, therefore traditional reductionist approaches are unable to solve wicked problems
34
[Integrative Thinking] How many steps?
4 Steps: SCDR
- determining Salience
- analysing Causality
- envisioning the Decision architecture
- achieving Resolution
35
[Resilience] Characteristics of Resilience
CAR
- Change before the case for changing becomes desperately obvious (2nd order capabilities)
- Anticipate and adjust to deep secular trends (double loop learning, options and scenarios)
- Reinventing business models as circumstances change
36
[Resilience] Challenges and Solutions to Achieving Resilience
PICS
- Political: Liberating Resources
- Ideological: Embracing Paradox and understanding optimisation
- Cognitive: Conquering Denial, Philip Yeo, SEER strategies
- Strategic: Valuing Variety, BOB
~ learning from Biodiversity
~ Organisational ecology
~ Balancing the costs of valuing variety
37
[Agile Absorption] Types of Agility
SOP
- Strategic (leverage operational, game changing opportunities such as new products and services to new clients)
- Operational (seize opportunities within the same space, focused business model)
- Portfolio (resource allocation)
38
[Agile Absorption] Absorption
BODIS
- Buffering capacity: to weather volatility and fluctuations
- Offensive strategy: to outlast rivals
- Defensive strategy: to buffer against threats from competitors or changing environments
- Increase the chance of success for the company without offering the best product
- Secure an early lead and reinforce market position
39
[Agile Absorption] Sources of Absorption
PVC FEW
- Protected core market
- Vast size
- Customer lock-in
- low Fixed costs
- Excess staff
- War chest of cash
40
[Agile Absorption] Tips for Agile Absorption
FATS
- keep good Fats, trim bad Fats
- maintain culture of Agility
- manage Trade-offs
- Simultaneously maintain flexibility and speed
41
[Competing on the Edge] Firms are Complex Adaptive Systems
Firms: systems with numerous parts, agents and stakeholders, not a singular entity
Complex: interdependence give rise to self-organised behaviour, diverse interacting agents
- no central control: leaderless yet orderly
Adaptive: interactions generate changes
42
[Competing on the Edge] Competing on the Edge
allows a firm to CHANGE CONSTANTLY while letting a SEMI-COHERENT STRATEGY and direction emerge
43
[Competing on the Edge] Where do you want to go
addresses Semi-Coherence: DICUUP
- Diverse
- Inefficient
- Continuous
- Unpredictable
- Uncontrolled
- Proactive
44
[Competing on the Edge] How to get there
3 Steps
1. The edge of chaos: structure vs chaos (EDA)
2. The edge of time: past, present, future
3. Time pacing
45
[Competing on the Edge] Laws of Competing on the Edge
10 Laws: SOL
Strategy (TORP)
1. strategy is Temporary: changes are opportunities, not threats
2. strategic Options: strategy is diverse, emergent and complicated
3. Reinvention is the goal
4. live in the Present: to maximise your current minimum structure
Organisation (SRT)
5. Stretch out the past
6. Reach into the future
7. Time pace change
Leadership (GSR)
8. Grow the strategy: to revamp
9. drive the Strategy of business: not top-down
10. Repatch businesses to markts: alignment and capture emerging opportunities
