Professional Documents
Culture Documents
TMT Responsibilities
Chapter 1
TMT Responsibilities
Embrace the organization's vision and mission
Meticulously analyze the internal and external environments
Set realistic goals and objectives
Craft, implement, and manage tactics and strategies for the
continuous achievement of above average returns
Strengths
Weaknesses
Opportunities
Threats
2. (Strategic Intent)
Reaffirm or reestablish short & long-term goals and objectives
3. (Strategy Formulation)
Translate goals and objectives into tactical & strategic action plans
5. (Strategy Management)
Assess interim successes & failures and adjust course as conditions merit
SWOT
Analysis
1. SWOT Analysis
Environments:
Internal Environment [S-W]
(conditions within the firm)
Activities:
1. Scanning
2. Monitoring
3. Gathering Competitive Intelligence
1. SWOT: Scanning
Changes in the external environment can occur quickly.
All employees should be encouraged to Scan.
Scanning is a general surveillance activity.
Scanning has no specific target of discovery.
Both internal and external environments should be scanned.
It is an early warning system of environmental changes that
can enable a proactive mode.
1. SWOT: Monitoring
Monitoring is:
1. Tracking environmental changes (tracking mode).
2. Examining the course, range, momentum, and strength of changes underway
3. A process of closely examining trends discovered from SCANNING.
4. Focusing on how environmental changes will impact the firm.
5. A process of thoroughly analyzing the
1. Sequence of events
2. Streams
of activities that led to these changes
S
Strategic
Intent
2. Strategic Intent
Strategic intent:
1. Is an expression of pragmatic, realistic, and beneficial goals and
objectives.
2. Provides a clear and sturdy framework upon which precise strategic
and tactical plans can be crafted.
3. Should be in harmony with the firm's vision and mission.
4. Should be appropriate to the realities of:
a) Environmental conditions
b) The firms specific set of corporate capabilities.
Strategic
Formulation
3. Strategy Formulation
Strategic Formulation is:
1. A carefully crafted plan guided by Strategic Intent.
Intent It requires careful
consideration of the firm's:
a) Capabilities (resources, leadership, and competencies)
b) Limitations (lack of knowledge, skills, abilities, and resources).
2. It details how the firm will operate as it attempts to achieve performance
objectives.
DISTINCTIVENESS:
1. Provides customers a motive to purchase from a specific firm
2. Proves difficult for competitors to duplicate or imitate.
2. Differentiation
(providing a unique product or service)
2. Unrelated Diversifications
(Those that are significantly different from previously owned
subsidiaries)
Strategic
Implementation
4. Strategy Implementation
Implementation of the strategic plan involves
directing resources
toward the achievement of overall organizational goals.
Strategies can and should be altered when:
1. Environmental conditions suggest change is advisable
2. It becomes clear the plan is not leading to goals
Strategy plan implementation
1. Is NOT a RIGID process.
2. It IS a vibrant,
vibrant flexible process.
Strategic
Management
5. Strategy Management
Strategy management is the process of directing, controlling, and
supervising crucial activities related to strategic and tactical
plans.
Personnel responsible for Strategy Management need to be well
informed about:
1. Overall desired outcomes
2. Expected interim achievement targets
3. Activating contingency plans when conditions make it necessary
Continuous monitoring is crucial to effective strategy management
Summary
Point of emphasis:
1. Core Operating Models are Business-level and Conglomerate-level
2. Competitive Models relate to Business-level companies and include
strategies such as cost leadership, differentiation, and niche marketing