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Control 062754

The document discusses strategies for global business control. It explains that most global businesses have mission statements that convey their purpose and goals. Strategies are implemented through organizational structure, resource allocation, policies, leadership, communication, monitoring, accountability, and feedback. The document also discusses organizational culture and its role in change control, as well as different strategic types like prospectors, defenders, and analyzers.

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roilesathea
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9 views

Control 062754

The document discusses strategies for global business control. It explains that most global businesses have mission statements that convey their purpose and goals. Strategies are implemented through organizational structure, resource allocation, policies, leadership, communication, monitoring, accountability, and feedback. The document also discusses organizational culture and its role in change control, as well as different strategic types like prospectors, defenders, and analyzers.

Uploaded by

roilesathea
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 27

“CONTROL OF

GLOBAL
BUSINESS”
STRATEGY FORMULATION
MISSION STATEMENT
• Most global businesses have a concept of their general
purpose that they express in a mission statement, which
is a written statement of why the company exists and
what it strives to accomplish.
• Mission statements provide general guidelines for the
given company’s strategy formulation and decision
making.
MISSION STATEMENT

• “Bringing the best user experience to customers


through innovative hardware, software, and services”-
Apple
• “To bring inspiration and innovation to every athlete in
the world.” - Nike
• “To be our customers’ favorite place and way to eat and
drink.” - McDonalds
SHAREHOLDERS VS. STAKEHOLDERS

SHAREHOLDER MODEL

Maximize Strategic Goal


The purpose of a business is to The overriding strategic goal of
maximize financial returns for its corporate officers should be “to
owners or shareholders. make as much money for their
shareholders as possible”.
SHAREHOLDERS VS. STAKEHOLDERS

STAKEHOLDER MODEL

Various Groups Vested Interest


Businesses exist to benefit not just The business should treat banks
their shareholders, but also all the and other institutions as
various groups that arguably have a stakeholders, because such entities
meaningful stake in their operations also have a clear vested interest in
and relationship with the business.
STRATEGY
IMPLEMENTATION
STRATEGY IMPLEMENTATION

Also known as strategy execution, is the process of


putting an organization's strategic plans into action to
achieve its goals and objectives.

Strategy implementation involves translating the high-


level strategies and plans developed by an organization's
leaders into practical actions that can be carried out by
various departments and teams within the organization.
KEY ELEMENTS OF STRATEGY IMPLEMENTATION

01 02 03 04
Organizational Structure Resource Allocation Policies and Procedures Leadership and Culture

05 06 07 08
Communication Monitoring and Control Accountability Feedback and Adaptation
ORGANIZATIONAL
STRUCTURE
Aligning the company's
01 structure and resources
with the chosen strategy.
This may involve
reorganizing departments,
teams, or business units to
support the strategy.

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RESOURCE ALLOCATION

Allocating financial,
02 human, and other
resources to initiatives and
projects that are in line
with the strategic goals.
This often involves setting
budgets and priorities.

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POLICIES AND
PROCEDURES
Developing or modifying
03 policies and procedures to
support the strategy. This
may include changes in how
decisions are made, how
projects are prioritized, or
how performance is
evaluated.

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LEADERSHIP AND
CULTURE
Ensuring that the leadership
team is committed to the
strategy and that the
04 organizational culture supports
its implementation.
This may involve training and
development, as well as
effective communication of the
strategy throughout the
organization.

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COMMUNICATION

Clearly communicating the


05 strategy and its objectives to
all employees, so that
everyone understands their
role in achieving the strategic
goals.

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MONITORING AND
CONTROL
Establishing a system to
06 track progress, measure
performance, and make
necessary adjustments as
the strategy is implemented.

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ACCOUNTABILITY
Holding individuals and teams
accountable for their
responsibilities in the strategy
07 implementation process.

This includes recognizing and


rewarding success and
addressing issues and
obstacles that arise.

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FEEDBACK AND
ADAPTATION
Creating mechanisms for

08 gathering feedback from


employees, customers, and
other stakeholders to make
continuous improvements to
the strategy and its execution.

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ORGANIZATIONAL
CULTURE AND THE CHANGE
CONTROL FUNCTION
ORGANIZATIONAL CULTURE
Organizational culture, represents the “personality” of
a given organization, its shared norms and values.
Organizational culture can be a very effective control
mechanism for an organization, particularly when the
norms of a given business’s culture are fully accepted
by that organization’s workforce.
TYPES OF ORGANIZATIONAL CULTURE
•Clan Culture: emphasizes collaboration across teams and a
horizontal structure.
•Adhocracy Culture: allows individuals to share ideas and
encourages the company to take risks.
•Market Culture: focuses on financial success and how each
employee contributes to revenue.
•Hierarchy Culture: emphasizes career paths and provides
clear managerial processes.
Organizational change

represents the implementation of a


different business or cultural path for an
organization. There will often be
considerable resistance to such change,
even though such change may be very
necessary.
Types of Organizational Change
1. Strategic change includes making changes to the business’s policies,
structure, or processes.
2. Structural changes include major shifts in the management hierarchy,
team organization and the responsibilities attributed to different
departments.
3. Technological change often involves introducing new software or
system to improve business processes.
4. People-centric change include instituting new parental leave policies or
bringing in new hires.
MILES AND SNOW
FRAMEWORK
THE FOUR STRATEGIC TYPES
ABOUTORANGE FRUIT

• Prospector

Prospector organizations are characterized by a proactive


and innovative approach to their external environment.
They are typically the first to identify and pursue new
opportunities and markets. These organizations tend to be
flexible, creative, and risk-taking.
THE FOUR STRATEGIC TYPES
ABOUTORANGE FRUIT

2. Defender
Defender organizations, in contrast, adopt a more
conservative and stable strategy. They focus on maintaining a
strong position in their current markets. They emphasize
efficiency, cost control, and a strong competitive advantage in
their existing product or service offerings.
THE FOUR STRATEGIC TYPES
ABOUTORANGE FRUIT

3. Analyzer
Analyzer organizations combine elements of both
prospector and defender strategies. They maintain a strong
position in their existing markets (like defenders) but also
actively seek opportunities in new markets (like
prospectors).
THE FOUR STRATEGIC TYPES
ABOUTORANGE FRUIT

4. Reactor

Reactor organizations do not have a clear, consistent


strategy. They often respond reactively to
environmental changes and may struggle to adapt to
shifts in the competitive landscape

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