浙江大学跨文化管理张刚峰老师课件 Chapter_5_Culture_and_Strategy

Chapter 5. Culture and Strategy
Dr. ZHANG Gangfeng
What is strategic management?
Strategic plans: plans that are organization-wide, establish overall objectives, and position an organization in terms of its environment. – Stephen P. Robbins & Mary Coultar. Strategic management or planning is the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives – Fred R. David Key in strategic management: adaptation to external environment.
Controlling vs. Adapting ModellingFra Baidu bibliotek
Controlling
Adapting
Danish Approach to “1992”
Executives described “1992” as “business as usual”. It was essentially seen as a political event external to the bank. Planning department was seen as primarily responsible for “1992”. The interpretation and response to “1992” would be managed within the formal decision-making process. Little information regarding “1992” was disseminated to the rest of the bank. The primary information were external, particularly from contacts within government or in Brussels. Internal information was given less attention. Formal information about “1992” was not very actively sought. Only 10% came from written documentation, and industry reports were not relied upon. CEO thought more useful to have a vision than economic scenarios.
Interaction between strategic process, content and profile
Strategic Process Controlling vs. Adapting
Strategic Profile Defender Prospector
Strategic Content Market Expansion Conservative vs. innovative Seeking new markets/products Cost-cutting Forming alliance Investing in R&D Diversification Rationalization Efficiency
Spanish Approach to ‘”1992”
IN Spanish Bank, “1992” generated much excitement and enthusiasm. It was viewed as stimulating and an impetus for change. A task force, called “project Europe 1992”, was created to develop a strategy, which consisted of 15 middle managers drawn from throughout the bank, assigned on a full-time basis. Member of the task force then interviewed the top 100 managers regarding their views on what the strategy should be. Information was also gathered by talking to people at meetings and at other banks, visiting best practice companies, and attending seminars. CEO gave “1992” top priority and encourage information sharing. The debates around “1992” was seen as consensus-seeking.