MIT——战略研究的五个框架

THEFIVEFRAMEWORKSFORTHESTUDYOFSTRATEGYArnoldoC.HaxFIRSTFRAMEWORKSECONDFRAMEWORKStrategicManagementFrameworkStrategyStructureBusinessProcessesPerformanceCultureSupportedby:•TheTriangleresponsibilitiesandauthoritiestionalunits,re-quiringhorizontalcoordinationindicatorseventsOrganizational•Businesssegmentation•Themissionstatement•Assignmentof•Detectingactivitiesthatcutacrossorganiza-•Performance•Time-drivenTHIRDFRAMEWORKTHEFUNDAMENTALELEMENTSOFTHEDEFINITIONOFCORPORATESTRATEGY–THETENTASKSCentralFocusofCorporateStrategyTheFirmCorporateInternalScrutinyDefinitionofStrengthsandWeaknessesCorporateEnvironmentalScanlocationsandindustrialsectorsresources,political,social,andlegaltrendsThreatsCorporateStrategicAgendaResourceAllocationManagerialInfrastructureOrganizationalStructureandHumanResourcesIdentificationofOpportunitiesandObjectives•Missionofthefirm•Businesssegmentation•Horizontalstrategy•Verticalintegration•Corporatephilosophy•Analysisofcriticalgeographical•Economicoutlook•Technological,humanStrategicThrustsCorporatePerformancePortfolioManagementAdministrativeSystemsManagementofKeyPersonnelFOURTHFRAMEWORKTHEFUNDAMENTALELEMENTSOFTHEDEFINITIONOFABUSINESSSTRATEGYgeographiesCorporateStrategicThrustsRelevanttothebusinessunitBusinessLevel(CompetitivePositioningprojections)advantageDefinitionofStrengthsandWeaknessesEnvironmentalScanattheBusinessLevel(IndustryStructure)projections)contributingtoindustryattractivenessattractivenessThreatsBusinessStrategicAgendaAccountabilityandBudgetingandoperationalbudgetsIdentificationofOpportunitiesandTheMissionoftheBusiness•Definitionofbusinessscope:products,markets,and•IdentificationofuniquecompetenciesInternalScrutinyatthe(Pastperformanceandfuture•Identificationofinternalcriticalfactorstoachievecompetitive•Overallassessmentofcompetitiveposition(Pastperformanceandfuture•Identificationofexternalfactors•OverallassessmentofindustryStrategicThrustsPerformanceMeasurementsStrategicfundsprogrammingTHEDELTAMODEL–ANINTEGRATIVESTRATEGICFRAMEWORKTCSBPTheTriangleSLICustomerSegmentationandCustomerValuePropositionIndustryStructureindustryattractivenessBusinessICTOEAdaptiveProcessesAggregateandGranularMissionoftheBusinessprofitabilityMetrics•BusinessScope•CoreCompetenciesCompetitivePositioning•Activitiesthatdrive•ExternalfactorsdeterminingTheStrategicAgendaStrategicAgendaExperimentationandFeedbackThechangesintroducedbytheDeltaModel•AddtheTriangletodecideonthestrategicpositioning•AddtheAdaptiveProcessestoexpandtheimplementationtasksFIFTHFRAMEWORKTHEFUNDAMENTALELEMENTSOFTHEDEFINITIONOFAPROCESSANDFUNCTIONALSTRATEGYCorporateStrategyProcessandFunctionalReqProcessandFunctionalScrutinyDefinitionofStrengthsandWeaknessesProcessandFunctionalEnvironmentalScanThreatsProcessandFunctionalStrategicAgendaBusinessStrategyProcessandFunctionalReqBudgetingandoperationalbudgetsIdentificationofOpportunitiesand•Missionofthebusiness•Missionofthefirm•Strategicthrustsuirements•Distinctiveprocessandfunctionalcompetenciesforallstrategiccategoriesofdecisions•Industryandcompetitiveanalysis•ProcessandFunctionalintelligenceAsetofmultiyearbroadactionprograms•BroadandspecificactionprogramsuirementsStrategicfundsprogramming