英國某商學(xué)院的EMBA課程講座課件

Review:Session1Whatisstrategy?Review:Session1Whatisstrat1Makingstrategicchoicesishard:Somequotesfromannualreports…“Ourcompanyhasmadeaconsciouschoicetobethepreferredemployerandtheleadingcompetitorinitsfield…”“Ourobjectiveistomaximizeourmarketsharewhileincreasingourmargins…”“Wewillcontinuecoveringtheneedsofabroadspectrumofcustomers,andstrivetobethetopchoiceinallthesegmentsweserve…”Makingstrategicchoicesisha2Summary:WhathavewelearnedtodayStrategyisanongoingquestthatisparticulartoeachactorandcontext.Thereisnouniversalformulaforsuccess.Eachsuchquestinvolves:GettingthetoolsBreakingtherulesMakingadifferenceSummary:Whathavewelearned3Strategy:MakingdifficultchoicesTheyaredifficultbecauseof:TheneedtobeinternallyconsistentyetallowforflexibilityOrganizationalinertiaThesearechoicesabout:WhoisthecustomerWhatisthevaluepropositionHowdowedeliveritThesekindsofchoicesallowacompanytogainandsustainacompetitiveadvantageChoicesareaboutthejourneytoIthaca--notIthacaalone.ExperimentationmaybenecessarytoarriveatrobustchoicesExperimentationinvolvesanongoingnegotiationamongkeyconstituenciesStrategysuccessismeasuredbymoreuniversalexpostmeasures(fitability)andmoreidiosyncraticexantemetrics(e.g.employeemorale).Akeyquestionistoidentifytherightmeasures.Strategy:Makingdifficultcho4WhatarethedifficultchoicesMCCisfacing?ServiceorcarWhatsegment:corporateorleisureNorthorsouthSubcontractorintegrateWhatarethedifficultchoices5IsMCCSmart’sstrategyworking?SalesbelowexpectationsSalescomparabletoother“similar”initiativesIshelpingachieveCAFéobjectivesIsprovidingvaluabledataaboutanewsegment–therefore,worththepriceIsMCCSmart’sstrategyworkin6“Getthetools,breaktherules,makeadifference”:AconceptualmapofthecourseDefinitionandDynamicsofStrategyWhatisstrategy?Howcanyoubesureyouareaskingthe“right”strategyquestions?Howstrategydevelops:Context,Role-playing,Mentalmodels,andMetaphorsStrategyContentCompetitiveForcesinanIndustry

IndustryEvolution

ValuingFirmResources

Capabilitiesforpositioning

StrategyinActionImplementingStrategy

Institutionalstrategy:Canstrategymakeadifference?“Getthetools,breaktherule7Review:Session2ProblemStructuringReview:Session2ProblemStruc8“Weneedprofessionalmanagerswhocananalyseaproblem,puttogetherastrategyandcommunicateittoemployees,shareholdersandthefinancialcommunity”KoujiOhboshichairmanNTTDoCoMoFinancialTimes2001“Weneedprofessionalmanagers9Youcannotstrategizeifyoudon’task……therightquestions!Ifyougetthisright,youcan:MakesenseineverydaylifeMakedecisionsWritegoodpapersandreportsLearnfromacourseHandlejobinterviewsbetterMakestrategy!!Youcannotstrategizeifyoud10ThePyramidPrincipleapproachEachlayercontainsthenecessary

andsufficientconditionsfor

thelayeraboveGoverning

thoughtSynthesisestherecommendationorfindinginonestatementKeyline

supportSupportFurthersupportThePyramidPrincipleapproach11Tradeoffsofastructuredapproach: BenefitsRigorousthinkingExperimentwithmultipleoptionsLogicallycoherentargumentEasytocommunicateDownsideInpractice,itishardtostructureaproblemIsthereroomforintuitionandcreativity?Tradeoffsofastructuredappr12StrategicManagement,Session3DevelopingstrategyStrategicManagement,Session13Whydevelopourexistingstrategyfurther?Sometimes,ourstrategymightnotworkEvenworse,wemightnothaveastrategyandthismakesusvulnerableOr,wemighthavenointentionofchangingourstrategybutacompetitorjustdidSo,weoftenneedtodevelopourstrategyfurther.Whataretheobstaclesindevelopingstrategy?CreativityMentalmodelsContextRole-playingMetaphors

AnalysisSessions4,5,6,and7Whydevelopourexistingstrat14Themechanicsofstrategy-makingGenerateasmanyideasaspossibleabout:

WhototargetWhattoofferHowtodoitEvaluatetheseideasandchoosewhattodoandwhatnot

todoImplementthesechoicesandremainalerttochangesincontextAnalyticalframeworksAsk:“Why”toquestiontheorganization’ssacredcowsCreateaquestioningcultureCreatevarietyinthethinkingprocessusedinformalplanningsessionsCreateprocessestomakestrategy-makingdemocraticandparticipativeConsultingAsk:“Whynot”toexplorethevalidityofpatterns,similarities,analogies,andmetaphorsThemechanicsofstrategy-maki15Necessaryingredientsforideageneration:Generateasmanyideasaspossibleabout:

WhototargetWhattoofferHowtodoitAcontextinwhichtoplayaroleAmotivationtolookattheworlddifferentlyNecessaryingredientsforidea16ContextCreatesBehaviourTheunderlyingstructureofasystemTheunderlyingOrganizationalcontextofacompanyCreatestheBehaviourinthatsystemDeterminesthedailybehavioursadoptedbyemployeeswhichcansupportorunderminethefirm’sstrategyContextCreatesBehaviourTheu17TheOrganizationalContextSupportingStrategyCultureIncentivesStructurePeopleStrategyTheOrganizationalContextSup18McKinsey’s7Ss:AnotherwayofdescribingorganizationalcontextSuper-ordinateGoalsStructureStaffSkillsStrategyStyleSystemsMcKinsey’s7Ss:Anotherwayo19UGM:Stillanotherwayofdescribingcontext:FRAMES

PROCESSESCOMMITMENTSVALUESUGM:Stillanotherwayofdesc20TheOrganizationalContextat3MCULTURE3Mhasaninformalnormthatemployeescanuse15%oftheirtimetodevelopprojectsoftheirownchoosingEmployeesareencouragedtotaketheinitiativeandareempoweredtomakedecisionsFailureisacceptedandtheculturethatpervadesis“youhavetokissalotoffrogstofindoneprince”TheflathierarchymakespeoplefeelthattheyareresponsibleforeverythinggoingonintheirdivisionsINCENTIVESThecompanyhasestablishedcareerladdersforscientistswhichareseparatefromthoseformanagersTeamsthatintroducesuccessfulnewproductsarerewardedthroughtheGoldenStepProgramSuccessfulnewproductscanbespunoffasseparatedivisionswiththeirownprofitandlossstatements.Theoriginalproductchampionbecomesdivisionalpresident3Mhassetaformalgoalofhaving25%ofsalescomefromnewproducts.Managersaremeasuredandrewardedaccordingtothisgoal.STRUCTURE3Mutilisescross-functionalteamstoworkonprojectsEachteamisheadedbya“productchampion”whoisresponsibleforbuildingateamcultureOneof3M’stopmanagersbecomesa“managementsponsor”tohelptheteamsecureresourcesandovercomebureaucraticobstaclesDivisionswithin3MarerunasseparatecompaniesDivisionalVPshavethesameresponsibilityasaCEOinmanyothercompaniesHierarchieswithindivisionsarekeptflatPEOPLEByvirtueofitsincentivesandculture,3MattractstopscientistsandengineersThecompanyisabletorecruitandretaincreativepeoplewithentrepreneurialmindsetBecauseofitsdualcareerladder,topscientistscancoexistwithtopmanagerswithoutinternalcompetitionStrategyTheOrganizationalContextat21SomeofthemanypossiblerolestoplayScout:“Ibringlittleknowninformationfromthefield”E.g.Intel’sventureintomicroprocessorsRebel:“ThisisanideaIhavetestedwithafewotherpeople”E.g.Monsanto’sventureintobiotechnologyResourceacquirer:“Thisnewinitiativeshouldreallybepartofourorganisation”Someofthemanypossiblerole22MotivationsforideagenerationinstrategyWehaveaproblem……comparedtoourpastperformanceE.g.Vodafonemarketcaphastumbled…comparedtoourstatedobjectives…becauseotherslikeusdidmuchbetterE.g.IBMandAppleMotivationsforideageneratio23Howdowefindoutwhattheproblemis?MetaphorsandanalogiesE.g.VodafoneislikeautilityCuriouspatternsOther“telecom-related”companieshavealsostalledHowdowefindoutwhatthepr24Howdowefindoutwhatthesolutionis?Understandlimitsofcurrentwayoflookingattheworld.Howdowefindoutwhattheso25Canyouthinkofaword?__ANYCanyouthinkofaword?__ANY26Canyouthinkofaword?MANYCanyouthinkofaword?MANY27Canyouthinkofaword?MANY__ENYCanyouthinkofaword?MAN28AntonyandCleopatraAntonyandCleopatraarelyingdeadonthefloorinanEgyptianvilla.Nearbyisabrokenbowl.Therearenomarksonthebodiesandtheywerenotpoisoned.Nopersonwasinthevillawhentheydied.Howdidtheydie?AntonyandCleopatraAntonyand29ExerciseArm-wrestlefor30seconds.Thewinnerwillbetheonethatmanagestopushhis/heropponent’shanddownmosttimesinthe30seconds.ExerciseArm-wrestlefor30sec30Mentalmodelsorsacredcowsarenotnecessarilybad.

Theysimplyactasthefiltersthroughwhichinformationpasses.Asaresult,theydeterminewhatwe“hear”or“see”andsoinfluencehowwebehave.Summarysofar:Mentalmodelsorsacredcowsa31Whatdoyousee?Whatdoyousee?32StrongMentalModelsHelpusdecidequickly(andact)MakeusthinkpassivelyMakeusrejectnewinformationthatdoesnotfitwhatwealreadybelieveinStrongMentalModelsHelpusde3330SECONDEXERCISEIfIcountbetween1and100,howmanytimeswillIfindanumberthathasa9init?30SECONDEXERCISEIfIcountb34英國某商學(xué)院的EMBA課程講座課件35SoweneedtolearntorecogniseourmentalmodelsHOW?

Byasking:“why”AdopttheattitudethatnorightanswerslastforeverTheBritishcreatedacivil-servicejobin1803callingforamantostandonthecliffsofDoverwithaspyglass.HewassupposedtoringabellifhesawNapoleoncoming.Thejobwasabolishedin1945.Soweneedtolearntorecogni36Howcanknowledgeofourmentalmodelshelpusgenerateideas?Wecannowask“whynot”"Youseethingsastheyareandask,'Why?'Idreamthingsastheyneverwereandask,'Whynot?‘“ -GeorgeBernardShaw“IfVodafoneisautility,arethereprofitableutilitieswecanemulate?”Morebroadly,“Isthereanotherbusinessmodelwecanadopt?”Ingeneral:UseseveralmetaphorsSearchformultiplecuesanddata:benchmark“Test”alternativehypothesesSegwayismorethana“scooter”Ford’sproductismorethana“horse-lesscarriage”Anelephantismorethanfour“columns”anda“rope”Syphillisisaparticularformof“avenerealdisease”Environmentalissuesismorethan“safety”,“productdesign”,“productquality”,“publicrelations”Shock!Howcanknowledgeofourmenta37QuestioningmentalmodelscanenableustodevelopaninnovativebusinessmodelSomecompanies,likeLan&SparbankinDenmark,takethisprocesstoheart.Theyquestion: WHOtheircustomerreallyis WHATtheirvalueaddedreallyis HOWtheysell/distribute/produce/organize,etcSuchquestioningMAYleadacompanytoidentifyanewWHO/WHAT/HOWposition(i.e.tostrategicallyinnovate)Questioningmentalmodelscan38Anextrastepforradicalstrategychange:Whodevelopsstrategy?Shouldyoukeepanewstrategysecret?

Anextrastepforradicalstra39MakingStrategyDemocraticIdeascomefrom: Anybody

Anywhere

AnytimeMakingStrategyDemocraticIdea40Ideascomefrom: Anybody

Anywhere

Anytime

ButOurstrategyprocessinvolves: -Top20managers -Inaretreat -For2daysMakingStrategyDemocraticIdeascomefrom: Anybody B41Makingstrategydemocratic:Onlyideagenerationphase–innovation,notanarchyAnyone,anywhere,anytimeshouldbeabletocontributeNeedtoinstitutionalisetheprocessofideagenerationMakingstrategydemocratic:Onl42JohnBachmann “Igivemypeoplethecanvas,CEO,EdwardJones: thepaints.Whatthey paintisuptothem”E.Leclerc “ItellmypeoplethatIwantCEO,Leclerc themtobeincityXSupermarkets, byMonday,9.00am.France: Howtheygetthereisupto them”…buthowdoweensurethatallthisdoesnotleadtochaos?JohnBachmann “Igivemypeopl43HowtogiveautonomywithoutchaosProvidetheparameterswithinwhichyourpeoplearefreetooperate.Theseparametersare:Themajorstrategicdecisionsthattheorganizationhastaken(Who/What/How)ThevaluesoftheorganizationHowtogiveautonomywithoutc44Whydocompaniesresistthedemocratisationprocess?Fear“Theircontributionmightbebetterthanmine”Arrogance“Theircontributioncannotbebetterthanmine!”SecrecyforcompetitivereasonsDemocracyrequiresthatcontributorsareknowledgeableaboutexternalconditionsandinternalstrengthsandweaknesses.Thisisinformationthatacompetitorwouldkillfor.ButWal-Mart,IKEA,andtheOpenLawprojectatHarvardbegtodiffer.CostCollectinginputinvolvesasubstantiallogisticalcostintermsofdivertedemployeeattention,aggregatinginformation,etc.Communicationtechnologiescanhelpinthisregard.Whydocompaniesresistthede45Atraditionaldistinction:emergentvs.plannedstrategyImpulsivevs.rationalExplorationvs.exploitationRadicalvs.incrementalCraftingvs.directingIntuitivevs.calculatingAtraditionaldistinction:eme46Developingstrategy--LessonsIndividualsneedacontexttoexpresstheircreativityRecogniseconstraints&opportunitiesofacontextAssumearoleinacontextTounderstandcausesofbehaviouryouneedtoask“why”toelicittheunderlyingbeliefsthatareheldunquestionedbyyourcolleaguesinthecompany.Thesebeliefsconcernthebasicquestionsabout“Who,What,andHow”.Theymayprovideinsightintoanewbusinessmodelandanadditionalsourceofcompetitiveadvantage.Organizationalprocessessuchasthedemocratisationofthestrategy-makingprocesscanhelpunleashthiscreativepotentialthatresideswithinfirms.Toidentifypossiblesolutionstoproblemsyouneedtoask“whynot”toelicitalternativestocurrentstrategyExploreavarietyofmetaphorstoderivepossiblealternativesUsedifferentkindsofdata“Test”thesealternativesusingthisdataDevelopingstrategy--Lessons47Review:Session1Whatisstrategy?Review:Session1Whatisstrat48Makingstrategicchoicesishard:Somequotesfromannualreports…“Ourcompanyhasmadeaconsciouschoicetobethepreferredemployerandtheleadingcompetitorinitsfield…”“Ourobjectiveistomaximizeourmarketsharewhileincreasingourmargins…”“Wewillcontinuecoveringtheneedsofabroadspectrumofcustomers,andstrivetobethetopchoiceinallthesegmentsweserve…”Makingstrategicchoicesisha49Summary:WhathavewelearnedtodayStrategyisanongoingquestthatisparticulartoeachactorandcontext.Thereisnouniversalformulaforsuccess.Eachsuchquestinvolves:GettingthetoolsBreakingtherulesMakingadifferenceSummary:Whathavewelearned50Strategy:MakingdifficultchoicesTheyaredifficultbecauseof:TheneedtobeinternallyconsistentyetallowforflexibilityOrganizationalinertiaThesearechoicesabout:WhoisthecustomerWhatisthevaluepropositionHowdowedeliveritThesekindsofchoicesallowacompanytogainandsustainacompetitiveadvantageChoicesareaboutthejourneytoIthaca--notIthacaalone.ExperimentationmaybenecessarytoarriveatrobustchoicesExperimentationinvolvesanongoingnegotiationamongkeyconstituenciesStrategysuccessismeasuredbymoreuniversalexpostmeasures(fitability)andmoreidiosyncraticexantemetrics(e.g.employeemorale).Akeyquestionistoidentifytherightmeasures.Strategy:Makingdifficultcho51WhatarethedifficultchoicesMCCisfacing?ServiceorcarWhatsegment:corporateorleisureNorthorsouthSubcontractorintegrateWhatarethedifficultchoices52IsMCCSmart’sstrategyworking?SalesbelowexpectationsSalescomparabletoother“similar”initiativesIshelpingachieveCAFéobjectivesIsprovidingvaluabledataaboutanewsegment–therefore,worththepriceIsMCCSmart’sstrategyworkin53“Getthetools,breaktherules,makeadifference”:AconceptualmapofthecourseDefinitionandDynamicsofStrategyWhatisstrategy?Howcanyoubesureyouareaskingthe“right”strategyquestions?Howstrategydevelops:Context,Role-playing,Mentalmodels,andMetaphorsStrategyContentCompetitiveForcesinanIndustry

IndustryEvolution

ValuingFirmResources

Capabilitiesforpositioning

StrategyinActionImplementingStrategy

Institutionalstrategy:Canstrategymakeadifference?“Getthetools,breaktherule54Review:Session2ProblemStructuringReview:Session2ProblemStruc55“Weneedprofessionalmanagerswhocananalyseaproblem,puttogetherastrategyandcommunicateittoemployees,shareholdersandthefinancialcommunity”KoujiOhboshichairmanNTTDoCoMoFinancialTimes2001“Weneedprofessionalmanagers56Youcannotstrategizeifyoudon’task……therightquestions!Ifyougetthisright,youcan:MakesenseineverydaylifeMakedecisionsWritegoodpapersandreportsLearnfromacourseHandlejobinterviewsbetterMakestrategy!!Youcannotstrategizeifyoud57ThePyramidPrincipleapproachEachlayercontainsthenecessary

andsufficientconditionsfor

thelayeraboveGoverning

thoughtSynthesisestherecommendationorfindinginonestatementKeyline

supportSupportFurthersupportThePyramidPrincipleapproach58Tradeoffsofastructuredapproach: BenefitsRigorousthinkingExperimentwithmultipleoptionsLogicallycoherentargumentEasytocommunicateDownsideInpractice,itishardtostructureaproblemIsthereroomforintuitionandcreativity?Tradeoffsofastructuredappr59StrategicManagement,Session3DevelopingstrategyStrategicManagement,Session60Whydevelopourexistingstrategyfurther?Sometimes,ourstrategymightnotworkEvenworse,wemightnothaveastrategyandthismakesusvulnerableOr,wemighthavenointentionofchangingourstrategybutacompetitorjustdidSo,weoftenneedtodevelopourstrategyfurther.Whataretheobstaclesindevelopingstrategy?CreativityMentalmodelsContextRole-playingMetaphors

AnalysisSessions4,5,6,and7Whydevelopourexistingstrat61Themechanicsofstrategy-makingGenerateasmanyideasaspossibleabout:

WhototargetWhattoofferHowtodoitEvaluatetheseideasandchoosewhattodoandwhatnot

todoImplementthesechoicesandremainalerttochangesincontextAnalyticalframeworksAsk:“Why”toquestiontheorganization’ssacredcowsCreateaquestioningcultureCreatevarietyinthethinkingprocessusedinformalplanningsessionsCreateprocessestomakestrategy-makingdemocraticandparticipativeConsultingAsk:“Whynot”toexplorethevalidityofpatterns,similarities,analogies,andmetaphorsThemechanicsofstrategy-maki62Necessaryingredientsforideageneration:Generateasmanyideasaspossibleabout:

WhototargetWhattoofferHowtodoitAcontextinwhichtoplayaroleAmotivationtolookattheworlddifferentlyNecessaryingredientsforidea63ContextCreatesBehaviourTheunderlyingstructureofasystemTheunderlyingOrganizationalcontextofacompanyCreatestheBehaviourinthatsystemDeterminesthedailybehavioursadoptedbyemployeeswhichcansupportorunderminethefirm’sstrategyContextCreatesBehaviourTheu64TheOrganizationalContextSupportingStrategyCultureIncentivesStructurePeopleStrategyTheOrganizationalContextSup65McKinsey’s7Ss:AnotherwayofdescribingorganizationalcontextSuper-ordinateGoalsStructureStaffSkillsStrategyStyleSystemsMcKinsey’s7Ss:Anotherwayo66UGM:Stillanotherwayofdescribingcontext:FRAMES

PROCESSESCOMMITMENTSVALUESUGM:Stillanotherwayofdesc67TheOrganizationalContextat3MCULTURE3Mhasaninformalnormthatemployeescanuse15%oftheirtimetodevelopprojectsoftheirownchoosingEmployeesareencouragedtotaketheinitiativeandareempoweredtomakedecisionsFailureisacceptedandtheculturethatpervadesis“youhavetokissalotoffrogstofindoneprince”TheflathierarchymakespeoplefeelthattheyareresponsibleforeverythinggoingonintheirdivisionsINCENTIVESThecompanyhasestablishedcareerladdersforscientistswhichareseparatefromthoseformanagersTeamsthatintroducesuccessfulnewproductsarerewardedthroughtheGoldenStepProgramSuccessfulnewproductscanbespunoffasseparatedivisionswiththeirownprofitandlossstatements.Theoriginalproductchampionbecomesdivisionalpresident3Mhassetaformalgoalofhaving25%ofsalescomefromnewproducts.Managersaremeasuredandrewardedaccordingtothisgoal.STRUCTURE3Mutilisescross-functionalteamstoworkonprojectsEachteamisheadedbya“productchampion”whoisresponsibleforbuildingateamcultureOneof3M’stopmanagersbecomesa“managementsponsor”tohelptheteamsecureresourcesandovercomebureaucraticobstaclesDivisionswithin3MarerunasseparatecompaniesDivisionalVPshavethesameresponsibilityasaCEOinmanyothercompaniesHierarchieswithindivisionsarekeptflatPEOPLEByvirtueofitsincentivesandculture,3MattractstopscientistsandengineersThecompanyisabletorecruitandretaincreativepeoplewithentrepreneurialmindsetBecauseofitsdualcareerladder,topscientistscancoexistwithtopmanagerswithoutinternalcompetitionStrategyTheOrganizationalContextat68SomeofthemanypossiblerolestoplayScout:“Ibringlittleknowninformationfromthefield”E.g.Intel’sventureintomicroprocessorsRebel:“ThisisanideaIhavetestedwithafewotherpeople”E.g.Monsanto’sventureintobiotechnologyResourceacquirer:“Thisnewinitiativeshouldreallybepartofourorganisation”Someofthemanypossiblerole69MotivationsforideagenerationinstrategyWehaveaproblem……comparedtoourpastperformanceE.g.Vodafonemarketcaphastumbled…comparedtoourstatedobjectives…becauseotherslikeusdidmuchbetterE.g.IBMandAppleMotivationsforideageneratio70Howdowefindoutwhattheproblemis?MetaphorsandanalogiesE.g.VodafoneislikeautilityCuriouspatternsOther“telecom-related”companieshavealsostalledHowdowefindoutwhatthepr71Howdowefindoutwhatthesolutionis?Understandlimitsofcurrentwayoflookingattheworld.Howdowefindoutwhattheso72Canyouthinkofaword?__ANYCanyouthinkofaword?__ANY73Canyouthinkofaword?MANYCanyouthinkofaword?MANY74Canyouthinkofaword?MANY__ENYCanyouthinkofaword?MAN75AntonyandCleopatraAntonyandCleopatraarelyingdeadonthefloorinanEgyptianvilla.Nearbyisabrokenbowl.Therearenomarksonthebodiesandtheywerenotpoisoned.Nopersonwasinthevillawhentheydied.Howdidtheydie?AntonyandCleopatraAntonyand76ExerciseArm-wrestlefor30seconds.Thewinnerwillbetheonethatmanagestopushhis/heropponent’shanddownmosttimesinthe30seconds.ExerciseArm-wrestlefor30sec77Mentalmodelsorsacredcowsarenotnecessarilybad.

Theysimplyactasthefiltersthroughwhichinformationpasses.Asaresult,theydeterminewhatwe“hear”or“see”andsoinfluencehowwebehave.Summarysofar:Mentalmodelsorsacredcowsa78Whatdoyousee?Whatdoyousee?79StrongMentalModelsHelpusdecidequickly(andact)MakeusthinkpassivelyMakeusrejectnewinformationthatdoesnotfitwhatwealreadybelieveinStrongMentalModelsHelpusde8030SECONDEXERCISEIfIcountbetween1and100,howmanytimeswillIfindanumberthathasa9init?30SECONDEXERCISEIfIcountb81英國某商學(xué)院的EMBA課程講座課件82SoweneedtolearntorecogniseourmentalmodelsHOW?

Byasking:“why”AdopttheattitudethatnorightanswerslastforeverTheBritishcreatedacivil-servicejobin1803callingforamantostandonthecliffsofDoverwithaspyglass.HewassupposedtoringabellifhesawNapoleoncoming.Thejobwasabolishedin1945.Soweneedtolearntorecogni83Howcanknowledgeofourmentalmodelshelpusgenerateideas?Wecannowask“whynot”"Youseethingsastheyareandask,'Why?'Idreamthingsastheyneverwereandask,'Whynot?‘“ -GeorgeBernardShaw“IfVodafoneisautility,arethereprofitableutilitieswecanemulate?”Morebroadly,“Isthereanotherbusinessmodelwecanadopt?”Ingeneral:UseseveralmetaphorsSearchformultiplecuesanddata:benchmark“Test”alternativehypothesesSegwayismorethana“scooter”Ford’sproductismorethana“horse-lesscarriage”Anelephantismorethanfour“columns”anda“rope”Syphillisisaparticularformof“avenerealdisease”Environmentalissuesismorethan“safety”,“productdesign”,“productquality”,“publicrelations”Shock!Howcanknowledgeofourmenta84QuestioningmentalmodelscanenableustodevelopaninnovativebusinessmodelSomecompanies,likeLan&SparbankinDenmark,takethisprocesstoheart.Theyquestion: WHOtheircustomerreallyis WHATtheirvalueaddedreallyis HOWtheysell/distribute/produce/organize,etcSuchquestioningMAYleadacompanytoidentifyanewWHO/WHAT/HOWposition(i.e.tostrategicallyinnovate)Questioningmentalmodelscan85Anextrastepforradicalstrategychange:Whodevelopsstrategy?Shouldyoukeepanewstrategysecret?

Anextrastepforradicalstra86MakingStrategyDemocraticIdeascomefrom: Anybody

Anywhere

AnytimeMakingStrate