GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

Module 1: An introduction to strategy and leadership

Page Notes
Preview 15
Introduction
Objectives
Teaching materials
Introducing strategy and leadership 17
The evolution of strategy
Differentiating strategy from tactics
The emergence of strategy
Developing the strategy
Ethics in leadership
Approaches to strategy 26
Rational approach
Strategy process 28
Understanding the external environment—Module 2
Understanding the internal environment—Module 3
Strategic options in products and markets—Module 4
Strategic options, themes and implementing the final strategy—Modules 5 and
6
Leading the strategy—Module 7
Strategic thinking 32
Linking strategic thinking and strategic planning
Strategic fit and strategic stretch
Strategy equation
Levels of strategy 36
Corporate strategy
Business strategy
Functional strategy
The global context of business 38
Drivers of globalisation
Challenges of globalisation

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GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

Benefits of globalisation
Value of localisation
The role of the accountant in strategy development 46
The accountant as a strategic business driver
Summary 51
Readings 53
Reading 1.1 53
Reading 1.2 63
Suggested answers 65
References 67
Optional reading

Module 2: Understanding the external environment

Page Notes
Preview 73
Introduction
Objectives
Teaching materials
Understanding the external environment 77
The role of the CPA in analysis
External environment analysis—analysing an industry
Defining the industry for analysis
Remote and industry environment analysis 97
Future expectations
Remote environment analysis—industry growth
Industry environment analysis—industry profitability
Understanding customers and markets 127
What is a market?
Linking markets to industries
Customer market segmentation
Competition in the industry 130

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GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

The basis of competition

Competitive positioning matrix
Industry key success factors
Competitor analysis
Identifying strategic groups
How IT contributes to data analysis and decision-making
From external to internal analysis
Summary 142
Reading 145
Reading 2.1 145
Suggested answers 149
References 167
Optional reading

Module 3: Understanding the internal environment

Page Notes
Preview 173
Introduction
Role of the CPA in internal analysis
Objectives
Teaching materials
Operating model 177
Understanding key stakeholders 178
Step 1: Identify stakeholders
Step 2: Alignment of stakeholder needs
Step 3: Assess stakeholder groups
Step 4: Techniques for interacting with stakeholder groups
Assessing current performance 184
Strategic drivers 186
Industry and markets
Customers

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GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

Products and services

Channels
Competitive advantage and generic strategy
Technological innovation
Operational drivers 197
Shareholder view
Stakeholder view
Effective measurement criteria
Competitive business environment benchmarks
The balanced scorecard
Data sources for a BSC assessment
People and organisational drivers 206
Values
Innovation and learning—the importance of looking ahead
Capabilities
Big data—deeper and faster analysis 216
Improving organisational performance
Analysis for strategic planning and decision-making
Qualitative analysis 219
SWOT analysis
Gap analysis
Summarising overall performance 224
Where can we go in the future? 224
Extended SWOT
Summary 227
Reading 229
Reading 3.1 229
Suggested answers 233
References 245
Optional reading

Module 4: Product and market development

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GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

Page Notes
Preview 253
Introduction
Objectives
Teaching materials
Product and market options 256
The Ansoff product/market matrix
Market penetration—growth in existing products and markets
Product development—new products for existing markets
Is it a new or existing product?
Service developments—new services for existing markets
Market development—existing products for new markets
Diversification
New product development 272
Key success factors for new product development
Stages of the new product development process
Blue Ocean Strategy—new product and service offerings
Intellectual property and new product development
Using information technology to support new product development
New market development 281
Expanding into new customer markets
Expanding into new geographic markets
Development of new geographic markets 284
Objectives of market entry
Market attractiveness
Market development resources
Timing of entry
Key success factors for new market development
Summary
Common modes of entry into new geographic markets 296
Exporting
Licensing

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GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

Franchising
Strategic alliances
Joint ventures
Foreign direct investment in wholly owned foreign enterprises
Acquiring an existing overseas organisation
Mergers and acquisitions
Investing in greenfield operations
Advantages and disadvantages of different entry modes
Other approaches to strategic options
Innovation
Accountants in the era of ‘big data’ 320
Accounting issues in global strategy 321
Foreign exchange risks
Preparing multiple sets of accounts
Incompatible information technology systems
Varying business conduct standards
Taxation of revenue
Transfer pricing
Summary 329
Appendix 331
Appendix 4.1 331
Readings 333
Reading 4.1 333
Reading 4.2 342
Suggested answers 345
References 351
Optional reading

Module 5: Developing the strategic plan

Page Notes
Preview 359

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GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

Introduction
Objectives
Teaching materials
Introduction 363
Vision 366
Mission 368
Values 369
Goals 370
Summary
Developing the strategy 372
Strategic drivers
Operational levers
Organisational and people levers
Evaluating the strategic options and determining the strategic fit
Risk assessment 382
Risk management framework
Quantifying costs and benefits, and ‘what-if’ analysis
Developing strategic themes 392
Evaluating strategic themes using Rumelt’s criteria 394
External consistency
Internal consistency
Feasibility
Competitive advantage
Finalising the strategic plan 403
Setting KPMs
Reviewing the strategic plan
Summary 405
Appendices 407
Appendix 5.1 407
Case study 5.1: Museum of Sport Memorabilia (MOSM), Strategic Plan 2018–
2021
Appendix 5.2 421
Case study 5.2: Business strategic themes for a paper manufacturing
and trading organisation

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GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

Reading 425
Reading 5.1 425
Suggested answers 427
References 441
Optional reading

Module 6: Strategy implementation

Page Notes
Preview 447
Introduction
Objectives
Teaching materials
An overview of strategy implementation 449
Designing and developing detailed implementation plans and project briefs
How to implement strategy
The 7-S framework 452
Structure
Systems
Staff
Successful strategy implementation 465
Project and program management
Change management
Monitoring implementation and performance 476
Performance measurement
Reward systems
The challenges of implementing strategy 477
Transforming strategic thinking into action
Paralysis by analysis
Resistance
Managing the politics of strategy implementation
Environmental uncertainty

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GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

The role of CPAs in strategic implementation 486

CPAs and strategy
CPAs and managing the performance of the organisation
Future challenges 488
Changes to the nature of organisations
Continual technological development
The competitive landscape
Digital disruption
Summary 491
Readings 495
Reading 6.1 495
Reading 6.2 497
Suggested answers 499
References 507
Optional reading

Module 7: Leading the strategy

Page Notes
Preview 515
Introduction
Objectives
Teaching materials
What is leadership? 518
The traits approach
The behavioural approach
The contingency approach
Identifying leadership attributes 520
Leadership versus management
Transformational leadership 524
Key phases of transformational leadership
Strategic leadership 529

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GLOBAL STRATEGY AND LEADERSHIP—2ND EDITION TOPIC FINDER TOOL

Opposing views on whether leadership or environmental factors relate to

organisational outcomes
Arguments that support leadership
The nature of strategic leadership 532
The importance of leadership
Leadership styles involved in strategy implementation
Balancing stability and change
The role of leaders in strategic thinking and decision-making 538
Decision-making
Business intelligence and data analysis (BIDA) 543
The role of leaders in strategic analysis 544
External analysis
Internal analysis
The role of leaders in setting direction 547
Visionary leadership
The role of leaders in strategy formulation and selection 548
The role of leaders in implementing strategy 550
The role of communication
Leadership and ethics 553
Strategy, leadership and ethics
Summary 557
Reading 563
Reading 7.1 563
Suggested answers 571
References 577

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