lecture 10

Question 1

strategy option evaluation

Answer 1

sustainably (plausibility, consistency)

Acceptability (performance impact, business risk)

Feasibility (stakeholder compatibility, internal readiness)

Question 2

Generic strategies are called “generic” because

Answer 2

they reflect basic approaches that can be applied by any type or size of organization across different industries

Question 3

CHECK SLIDE 5 lecture 10

Answer 3

stars, cash cows, question marks and poor things

Question 4

The product-market grid provides a framework for elaborating on intensive growth opportunities within an existing business scope

Answer 4

Current products and current markets (market penetration strategy)

Current products and new markets (market development strategy)

New products and current markets (product-development strategy)

New products and new markets (diversification strategy)

Question 5

information should be considered when formulating business strategies; things to consider

Answer 5

Scope, goal, advantage creation, comparison, primary perspective

Question 8

exemplary contexts of strategic presentation

Answer 8

Present strategies “ideas”

Present strategic situations

Present descriptive statistics

Present estmation results of data analytics

PResent deliverables and milestones

Question 9

The Ideal typical process of a successful presentation

Answer 9

1. Prep (who, what expectation, what knowledge, what do i want to achieve)
2. Structure (what is the central message, which core statements should i use, which information should I provide to justify the core statements )
3. Presentation (how do i present myself to the audience, for which type of questions should i prepare, which tools do I use)
4. What have I achieved? what would I change for my next presentation & why?

Question 10

six barriers to strategy execution: Only a small portion of effectively formulated strategies are executed successfully due to a variety of “barriers”

Answer 10

People barrier (only 25% of managers have incentives linked to strategy)

Resource barrier (60% of organizations do not link budgets to strategy)

Skill barrier (only 40% of organizations provide sufficient skills to execute strategy)

system barrier (45% of organizations do not have a formal strategy execution process in place)

Leadership barrier (85% of executive teams spend less than 1 hour per month discussing strategy)

Vision barrier (only 5 % of the workforce understands the strategy)

ONLY 10% OF ORGANIZATIONS SUCCESSFULLY EXECUTE THEIR STRATEGIES

Question 11

Drivers for strategy-oriented behavior

Answer 11

Driving behavior toward strategy is about articulating what people should do an enabling and motivating them so they can and want to contribute

Should (goal actions)

Can (resources, skills)

Want (incentives, attitudes)

ALL lead to strategy oriented behavior

Question 12

Fit between a companys strategy, culture and structure and the environment

Answer 12

Effective strategy execution in an organization requires an appropriate match of the three interrelated components strategy, structure and culture