Strategic Management
- 1. SMStrategic Management Presentation Strategic Management Timothy G. Kotnour University of Central Florida
- 2. SMStrategic Management Strategic Management Presented by: Leydi Viviana Bejarano Presented to: Gilberto De Jesus De Praga Ceballos Ramirez Corporación Universitaria Minuto de Dios Facultad de Ciencias Empresariales Gerencia Estratégica Mayo 2020
- 3. INTRODUCTION Importance of Strategic Manage ment to Engineer in g Managers • Why is strategic management important to engineering managers? • ¿Porqué es importante la gestion estrátegica para los gerentes de ingeniería • Strategic management is important to the engineering manager because the needs to make decisions and take actions consistent with the organization’s strategies. 3 La administración estratégica es importante para el gerente de Ingeniería porque el necesita tomar decisiones y tomar acciones consientes con las estrategias de la organización.
- 4. FR What is Strategic Management? • strategic management is defined to contain eight functions supported by a core of three elements. • La Administracion estrategica es definida para contener 8 funciones soportadas por el núcleo de 3 elementos. • The strategic management process includes the functions of Strategic Planning, Implementation Planning, Execution, and Performance Evaluation • La administración estrategica incluye procesos de planeacion estratégicas. Planificación de implementación, ejecución y evaluación de desempeño. Add a footer 4
- 5. FR Open, honest conversations 1. Set Strategic Intent 2. Deploy the Strategic Intent 3. Set Strategy 4. Deploy resources 5. Execute the Strategy 6. Deploy Results Add a footer 5 Strategic Management Process 7. Review Performance 8. Deploy Learnings 1. Establecer intención estratégica 2. Implementar la intensión estrategica 3. Establecer una estrategia 4. Implementar Recursos 5. Ejecutar la estrategia 6. Implementar resultados 7. Revisar el rendimiento 8.Implementar aprendizaje
- 6. FRCore of the Strategic Management Process - núcleo de los procesos de la gestion estrategica At the core of the strate gi c manage m e nt process are three eleme nt s: Strategic Management Core 1: Holding Open, Honest Conversations • The first Strategic conversations focus on the organization’s ever-changing environment and how well the organization’s strategy is working. The aim is to adjust the strategy to the environment. Having routine strategic conversations is important, but equally importantly is the need to have these conversations in an environment in which people can talk openly and honestly. 6 • La primer estrategia es la conversación centrada en el entorno cambiante de las organizaciones y como esta funcionando la estrategia en la organización. El objetivo es ajustar la estrategia al medio. Tener una rutina de conversaciones estratégicas es importante, pero igualmente es la necesidad de tener conversaciones en un entorno en donde las personas puedan hablar abierta y honestamente. Mantener conversaciones abiertas y honestas
- 7. FRCore of the Strategic Management Process - núcleo de los procesos de la gestion estrategica At the core of the strate gi c manage m e nt process are three eleme nt s: Strategic Management Core 2: Strategy • Before we spend a lot of time talking about developing, deploying, implementing, and evaluating strategy, we first must define what we mean by strategy. The Merriam- Webster Dictionary defines strategy as: • A careful plan or method • The art of devising or employing plans toward a goal • An adaptation or complex of adaptations that serves or appears to serve an important function in achieving evolutionary success 7 Estrategia • Antes de pasar mucho tiempo hablando de desarrollos, implementación, y evaluando estrategias, primero debemos definer que se entiende por estrategia. • El diccionario Merriam-Webster define la estrategia como: * El arte de diseñar o emplear planes hacia una meta. * Una adaptacion o complejo de adaptaciones que sirve o parece cumplir una function para lograr el éxito evolutivo.
- 8. FR Strategic Management Core 3: Measures • These types of objectives drive both the daily work and improvement efforts. provides further definition of how goals, objectives, measures, and strategies are related. Objectives translate the desired outcomes into measurable performance criteria. The current versus desired performance is analyzed for performance gaps. The root cause of the gap is used to define and select the improvement strategies. 8
- 9. FRStrategic Management Process Functions La siguientes 8 secciones revisan cada function del proceso de gestion estrategica, para cada function definimos: El objetivo de la función • Las preguntas estratégicas abordadas en la función. • Los productos de la función. • Las áreas de enfoque para ejecutar la función. 9 The next eight sections review each function of the strategic management process. For each function, we define: • The function’s aim • The strategic questions addressed in the function • The function’s products • The focus areas for executing the function • The methods to use to execute the function
- 10. FR1. Setting Strategic Intent Through Strategic Planning The process involves understanding both internal and external environments (e.g., strengths, weaknesses, opportunities, threats). Strategic planning through this disciplined process establishes the vision of the future, mission, and a specific set of goals, objectives, and policies developed in response to customer requirements. 10 El proceso implica comprender los entornos internos y externos (por ejemplo, fortalezas, debilidades, oportunidades, amenazas). La planificación estratégica a través de este proceso disciplinado establece la visión del futuro, la misión y un conjunto específico de metas, objetivos y políticas desarrolladas en respuesta a los requisitos del cliente.
- 11. FRSE DEBE TENER EN CUENTA : 11 * Strategic Planning Aim * Strategic Planning Questions * Strategic Planning Products The aim of strategic planning is to develop good strategy for the organization. In this step of the strategic management process, strategic conversations or questions need to be addressed: • Who are we? * What is the state of our environment?, ETC. We can divide the strategic planning products the products that are the inputs to and the outputs from strategic planning. The products that are inputs to strategic planning focus on giving the planning team the common understanding to produce the output products. The input products include assessment of the environment and the organization. Objetivo de planificación estratégica El objetivo de la planificación estratégica es desarrollar una buena estrategia para la organización. Preguntas de planificación estratégica En este paso del proceso de gestión estratégica, se deben abordar las conversaciones o preguntas estratégicas: • ¿Quiénes somos? * ¿Cuál es el estado de nuestro entorno ?, ETC.
- 12. FR 12 * Strategic Planning Focus Areas When carrying out strategic planning, the organization needs to focus on developing good strategy that is shared among and agreed upon by the management team. * Seeing Changes in the External Environment The challenge is making sense of events and trends from a different perspective, not from an old perspective that might no longer be the most acceptable, valuable, or relevant. When it surveys its environment, an organization must be careful to not filter out or ignore events and trends that don’t meet its commonly accepted perspectives or views Áreas de enfoque de planificación estratégica Al llevar a cabo la planificación estratégica, la organización debe centrarse en desarrollar una buena estrategia que sea compartida y acordada por el equipo directivo.
- 13. FR 13 The organization needs to understand all of the issues facing it, from multiple perspectives: *How relevant, responsive, and ready are we? * How well are we externally positioned? * Understanding the Issues Facing the Organization * Converting Strategic Conversations to Decisions and Actions This focus area is especially important for delivering the transformation. Once a strategic conversation occurs, the organization needs to act to make the strategy a reality. Entender los problemas que enfrenta la organización La organización necesita comprender todos los problemas que enfrenta, desde múltiples perspectivas: * ¿Cuán relevantes, receptivos y listos estamos? * ¿Qué tan bien estamos posicionados externamente?
- 14. FR Add a footer 14 2. Deploying the Strategic Intent * Overview Deploying the strategic intent helps the rest of the organization understand the organization’s strategic context and intent. In this section we explore the aim, questions, products, and focus areas for deploying the strategic intent La implementación de la intención estratégica ayuda al resto de la organización a comprender el contexto y la intención estratégicos de la organización. En esta sección exploramos el objetivo, las preguntas, los productos y las áreas de enfoque para implementar la intención estratégica.
- 15. FR 15 *Deploying the Strategic Intent Aim The aim of deploying the strategic intent is to develop throughout the organization a shared understanding of the organization’s strategic context and intent. *Deploying Strategic Intent Questions In this step of the strategic management process, the organization needs to address these strategic conversations or questions: *What is right with our strategy? *What do we need to be aware of? *Who are the intended audiences for our strategic intent message? * What is the purpose of our message? El objetivo de desplegar la intención estratégica es desarrollar en toda la organización una comprensión compartida del contexto estratégico y la intención de la organización. Despliegue del objetivo estratégico Objetivo
- 16. FR 16 * Deploying the Strategic Intent Products The products that are inputs to deploying the strategic intent focus on helping the organization understand its strategic context and intent. The output of deploying strategic intent is the organization’s insights, issues, and challenges to making the strategy real. *Deploying the Strategic Intent Focus Areas *Sharing the Message Throughout the Organization These focus areas attempt to ensure that the organization shares and understands the strategic intent that is developed. The organization needs to understand the “why” and “what” of the strategy. The rest of the organization is usually the people who are implementing the strategic intent.
- 17. FR 17 * Understanding Organizational Concerns The intent of this section was to describe the deploy the strategic intent function. The deploy the strategic intent function was described using its aim, questions, products, and focus areas. La intención de esta sección era describir el despliegue de la función de intención estratégica. El despliegue de la función de intención estratégica se describió utilizando su objetivo, preguntas, productos y áreas de enfoque.
- 18. FR 18 * Overview Implementation planning develops detailed plans and proposed resource allocation to implement the goals, objectives, and strategies *Implementation Planning Aim An organization uses the implementation plan to guide day-to- day behaviors and execution. Implementation planning develops the specific, individual strategies to make the overall strategic intent a reality * Implementation Planning Products
- 19. FR 19 * Implementation Planning Focus Areas *Converting the strategic intent to operational terms * Aligning organizational roles * Aligning objectives and measures * Converting the Strategic Intent to Operational Terms The organization must make decisions and take actions that move the organization from its current state to the desired state. As defined earlier, the strategic intent contains items such as vision and goals to define the end or desired state. Implementación Planificación Áreas de enfoque * Convertir la intención estratégica en términos operativos * Alinear roles organizacionales * Alinear objetivos y medidas * Convertir la intención estratégica en términos operativos La organización debe tomar decisiones y tomar acciones que muevan a la organización de su estado actual al estado deseado. Como se definió anteriormente, la intención estratégica contiene elementos tales como visión y objetivos para definir el final o el estado deseado.
- 20. FR 20 * Aligning Organizational Roles *Why do I do this work? * What do I need to accomplish with this work? *How do I do the work? *Aligning Objectives and Measures The intent of this section was to describe the implementation planning function. The implementation planning function was described using its aim, questions, products, and focus areas. * ¿Por qué hago este trabajo? * ¿Qué necesito lograr con este trabajo? * ¿Cómo hago el trabajo? Alineando Roles Organizacionales * Alinear objetivos y medidas La intención de esta sección era describir la función de planificación de la implementación. La función de planificación de la implementación se describió utilizando su objetivo, preguntas, productos y áreas de enfoque.
- 21. FR 21 Deploying resources is crucial to strategy—in fact, all four of the deployment functions are the linkages or breaking points of the strategy process. What are the funded improvement ideas? *What are the funded daily business efforts? • *How will we select and prioritize efforts? * What are the criteria for selecting the efforts? * What is the filter for selecting the efforts?
- 22. FR 22 1. the set of potential efforts related to the daily work that must continue 2. The set of potential improvement projects to pursue (i.e., the portfolio of potential improvement efforts) 3. The set of criteria to evaluate the efforts. The output from this step is the set of resourced improvement projects and the daily work to execute 1. el conjunto de esfuerzos potenciales relacionados con el trabajo diario que debe continuar 2. El conjunto de posibles proyectos de mejora a seguir (es decir, la cartera de posibles esfuerzos de mejora) 3. El conjunto de criterios para evaluar los esfuerzos. El resultado de este paso es el conjunto de proyectos de mejora de recursos y el trabajo diario para ejecutar
- 23. FR 23 Execution is carrying out the strategy and implementation plan. Execution is the process of producing the outputs and outcomes for the organization customers. Execution is where the “rubber meets the road”— meeting accountabilities for the strategy. La ejecución está llevando a cabo la estrategia y el plan de implementación. La ejecución es el proceso de producir los productos y resultados para los clientes de la organización. La ejecución es donde el "caucho se encuentra con el camino": cumplir con las responsabilidades de la estrategia.
- 24. FR 24 In deploying results, the organization is getting the results from the execution so that the management team can understand how well they are making the strategy real. The aims of deploying results are to gather the results for performance evaluation and to drive accountability for completing the efforts to meet the objectives. Deploying Results Products. The input products are the results from the execution phase. These can be actions and measurable results. The outputs are the actual reports on the actions taken and results
- 25. FR 25 Measuring Performance The challenge is first determining what to measure and then how to get the measures. As we discussed earlier, measures are at the core of strategic management. Rolling Up Results The organization’s performance and outcomes are a function of the integration of many actions. The organization needs to roll these individual outcomes into a higher-level perspective to gauge overall performance. El desafío es primero determinar qué medir y luego cómo obtener las medidas. Como discutimos anteriormente, las medidas son el núcleo de la gestión estratégica. El desempeño y los resultados de la organización son una función de la integración de muchas acciones. La organización necesita incluir estos resultados individuales en una perspectiva de nivel superior para medir el rendimiento general.
- 26. FR 26 Performance measurement and evaluation produces tangible results that can be studied to produce lessons learned and recommendations for improving the organization and adjusting the strategic plan. Understanding Performance Gaps The intent of this section was to describe the performance evaluation function. The performance evaluation function was described using its aim, questions, products, and focus areas. Once the performance is evaluated, the results from the evaluation need to be shared with and used by the organization
- 27. FR 27 Deploying learnings is the process of sharing the results (i.e., decisions) from performance evaluation to continue to drive the strategy throughout the organization. The organization needs to identify these internal “best practices” and institutionalize the new methods. The organization is growing to the future, therefore it needs to share the “seeds” that are fostering this growth Implementar los aprendizajes es el proceso de compartir los resultados (es decir, las decisiones) de la evaluación del desempeño para continuar impulsando la estrategia en toda la organización. La organización necesita identificar estas "mejores prácticas" internas e institucionalizar los nuevos métodos. La organización está creciendo hacia el futuro, por lo tanto, necesita compartir las "semillas" que están fomentando este crecimiento.
- 28. SMStrategic Management Thank You. Base de datos: Proquest Título publicación: Engineering Management Handbook Tema: Strategic Management Autor: Kotnour, Timothy G. Año: 2010