TAILIEUCHUNG - Lecture Crafting and executing strategy: Chapter 10 - Thompson, Peteraf, Gamble, Strickland

Chapter 10 - Building an organization capable of good strategy execution: People, capabilities, and structure. In this chapter students will be able to: Gain command of what managers must do to execute strategy successfully; learn why hiring, training, and retaining the right people constitute a key component of the strategy execution process; understand that good strategy execution requires continuously building and upgrading the organization's resources and capabilities;. | CHAPTER 10 BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: PEOPLE, CAPABILITIES, AND STRUCTURE STUDENT VERSION EXECUTING STRATEGY Strategy Execution Is operations-driven, involving management of both people and business processes. Is a job for the whole management team, not just a few senior managers. Can take years longer to develop as a real proficiency than implementing strategy. Requires a determined commitment to change, action, and performance. A FRAMEWORK FOR EXECUTING STRATEGY Committing to Executing a Strategy: Entails figuring out the specific techniques, actions, and behaviors necessary for a smooth strategy-supportive operation. Following through to get things done and deliver results. Making things happen (leadership) and making them happen right (management). 10–3 BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: THREE KEY ACTIONS Staffing: Assemble a strong management team and a cadre of competent employees. Developing: Renew, upgrade, and revise resources and capabilities to match chosen strategy. Structuring: Create strategy-supportive organization capable of good strategy execution. 10–4 ACQUIRING, DEVELOPING, AND STRENGTHENING KEY RESOURCES AND CAPABILITIES Develop capabilities internally Acquire capabilities through mergers and acquisitions Access capabilities via collaborative partnerships Approaches to Build Building and Strengthening Capabilities 10–5 DEVELOPING CAPABILITIES INTERNALLY Coordinate and integrate the efforts of work groups and departments Strengthen the firm’s base of skills, knowledge, and intellect Managerial Actions to Develop Competencies and Capabilities 10–6 SETTING STRETCH GOALS: FROM CAPABILITY TO COMPETENCE Thinking strategically about a firm’s knowledge and skills base Thinking strategically about a firm’s opportunities and challenges Setting a stretch goal of developing an organizational ability to do something well Evolving the ability into a competence or capability by performing

• Quản trị kinh doanh
• Competitive advantage
• Lecture Crafting and executing strategy
• Crafting strategy
• Executing the strategy
• Company’s strategy
• Distinctive strategy
• The mediating effect of entrepreneurial marketing
• The relationship between environmental turbulence
• Dynamic capability with sustainable competitive advantage
• An empirical study in Indonesian MSMEs
• Sustainable competitive advantage
• SEM PLS developed a model showing
• The competitive advantage of small and medium sized enterprises
• The competitive advantage of smal
• Medium sized enterprises
• Fundamentals of marketing
• Lecture fundamentals of marketing
• Marketing mix
• Marketing task
• Marketing management
• Creating competitive advantage
• Strategic management
• Executing strategy
• Business models
• Management information systems
• Introduction to management information systems
• Business information technology
• Information systems
• Achieve competitive advantage
• Differential Advantage
• Identity ManagementStrategic Branding Decisions
• Destination Branding
• Advantage of the firms
• Capital or unskilled labour
• Human resource capital
• Role of human resources
• Five competitive strategies
• Low cost provider strategies
• Best cost provider strategies
• Company’s resources
• Competitive assets
• Principles of Marketing
• Lecture Principles of Marketing
• Marketing strategy
• Competitor analysis
• Competitive strategies
• Market positioning
• Company’s competitive position
• Operations management
• Operations strategy
• Operations competitive dimensions
• Strategy design process
• Productivity measures
• Modern competitive strategy
• Competitive strategy
• Strategic planning
• Strategy execution
• Growth and innovation
• Strategy over time
• Company’s external environment
• Competitive forces
• Summary Doctoral thesis
• Enterprise knowledge management system
• Enhancing competitive advantage
• Small and medium enterprises
• Strategic alliances
• Acquisition strategies
• Vertical integration strategies
• Foreign markets
• Strategy options
• Profit sanctuaries
• Emerging industries
• High velocity markets
• Maturing industries
• Entering new businesses
• Strategic partnerships