1. Strategic Management: Developing Objectives and Strategies Dr. Fred Mugambi Mwirigi

2. Introduction The world is increasingly getting complex So are organizations, with multiple dynamic and competing factors coming into play There is need to put in place effective strategic management systems and processes to meet modern management challenges 2

3. Definition Strategy is the process of achieving competitive advantage through being different – delivering a unique value added to the customer and having a clear and enactable view of how to position yourself uniquely in your industry 3

4. Definition Contd. …goal directed decisions and actions in which capabilities and resources are matched with opportunities and threats to get goals achieved …Strategic management consists of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages 4

5. What Makes Japanese Firms’ Success Stories? Japanese firms are very good in strategy development and implementation In a 1982 study, Tom Peters and Robert Waterman identified 8 characteristics of very successful companies: 1.A bias for action 2.Customer focus 3.Entrepreneurship 4.Productivity through people 5

6. Contd. 5. Value oriented CEOs — The CEO should actively propagate corporate values throughout the organization. 6. Doing what you know well. 7. Keeping things simple and lean 8. Having tight centralized control while also allowing maximum individual autonomy. 6

7. Key Attributes of Strategic Management Directs the organization toward overall goals and objectives. Involves the inclusion of multiple stakeholders in decision making. Needs to incorporate short-term and long- term perspectives. Recognizes tradeoffs between efficiency and effectiveness. 7

8. Components of Strategic Management Strategic management comprises five key facets: 1.goal-setting, 2.analysis, 3.strategy formation, 4.strategy implementation 5.strategy monitoring 8

9. Strategies, Goals and Policies 9 Vision Medium term objectives Mission Strategic Objectives Short term objectives Operational Policies Grand Strategy Tactical Policies Strategic Policies Tactical Strategies Operational Strategies C.Vs

10. Vision –Answers the question: What will success look like in future? –A mental perception of the kind of environment is to be created within a broad time horizon –A shared image/ dream of what an org. wants to become – resonates with all & helps them feel proud, excited & part of something bigger… –Vision is more emotional than analytical – a dream… – It is the pursuit of the dream, share image of success or shared perception of the future environment that really motivates people to work together 10

11. Examples of vision – To be a university of global excellence in training, research, and innovation for development (JKUAT) 11

12. Mission An elaboration of the vision statement Captures the broad purpose and functions of the organization Contents of a mission statement: – Purpose statement – Why do we exist? What is the ultimate result of our work? – Business statement – What activities do we do to accomplish the purpose? 12

13. Example of a Mission To offer accessible quality training, research, and innovation in order to produce leaders in the fields of Agriculture, Engineering, Technology, Enterprise Development, Built Environment, Health and other Applied Sciences to suit the needs of a dynamic world (JKUAT) 13

14. Policies Strategy implementation requires that management prepares concise policies and effectively communicates these policies to their staff. Policies are directives designed to guide the thinking, decisions and actions of managers and their subordinates in implementing a firm’s strategy. Policies provide guidelines for establishing and controlling ongoing operations in a manner consistent with a firm’s strategic objectives. 14

15. Policies Contd. Policies are also called standard operating procedures. Policies increase managerial effectiveness in that they standardize many routine decisions and control the discretion of managers and subordinates in implementing strategies. 15

16. Importance of Policies 1.Policies establish indirect control over independent action 2.Policies promote uniform handling of similar activities 3.Policies ensure quicker decisions 4.Policies institutionalize basic aspects of organizational behavior 5.Policies reduce uncertainty in repetitive and day-to-day decision making 6.Policies counteract resistance to or rejection of chosen strategies by the organization’s members 7.Policies offer predetermined answers to routine problems 8.Policies help mangers to avoid hasty and ill conceived decisions in changing operations 16

17. Core Values Other names: core values, corporate philosophy or guiding principles They define the character of relations with stakeholders, and set management style and corporate culture They are the organization’s essential and enduring tenets - a small set of timeless guiding principles that require no external justification 17

18. Examples of CVs: – integrity – fairness and justice – excellent and friendly customer service – team work – innovation – professionalism, etc 18

19. Strategy A corporate road map for its future A game plan adopted to guide performance Must be effective and efficient

20. What makes a good strategy? capable of obtaining the desired objective a good fit between the external environment and an organizations resources capable of providing the organization with a sustainable competitive advantage- should be unique and sustainable dynamic, flexible, and able to adapt to changing situations sufficient on its own - ie.: valuable without cross- subsidization 20

21. Strategic Management Process 21 Goal Setting Analysis Strategy Formulation Strategy monitoring Strategy Evaluation Strategy Implementation Strategic Management

22. Levels of strategy 22 Corporate level Competitive/ Business unit Functional/ operational What direction do we want to take as a company? What are the next steps? How are we going to translate the direction into actions?

23. Strategic planning Good planning is an important cornerstone in strategic management Planning is about anticipating the future and working backwards to fill the gaps This involves: -Setting goals -Allocating resources -Implementing strategies 23

24. Why do Strategic Planning? Defines the organization’s direction Communicates the overall corporate thinking Ensures effective use of resources Serves as a framework for decisions or for securing support Sets the framework for monitoring progress and evaluating results Stimulates change Avoids wastage of time and other resources 24

25. 25 Key Concerns in Strategic Planning 25 StageOutputs Where are we?  External environmental analysis  Internal environmental analysis Where do we want to go?  New vision, mission & core values  Strategic objectives HOW do we get there?  Strategies  Results and operational plans  Required resources What practical next steps must be made to get there?  Short-term budgets  Short-term organizational, managerial, HR, etc. decisions and managerial, HR, etc. decisions and actions (“Quick Wins”) actions (“Quick Wins”) How do we monitor & evaluate the plan?  M&E plan

26. Key approaches to Strategic Planning Strategy as logical incremental steps Strategy as revolution 26

27. Strategy as logical incremental steps 4 steps: analysis strategy development strategic plan including strategy specification and resource allocation – GTSM (Goals, Targets, Strategies, Measures) - the setting of goals, targets, and measurable objectives implementation, monitoring, adjustment, and control 27

28. Strategy as revolution/ transformation – identify the unquestioned beliefs in your industry and challenge them - Look for opportunities to re- write the rules of the industry – look for major discontinuities in technology, lifestyle, habits, and geopolitics, and embrace the change wholeheartedly - Do not waste time making small incremental adjustments - Be prepared to create a completely new business model 28

29. Why does strategic planning sometimes fail? 1.Failure to understand the reason for the plan- the customer 2.Inability to predict environmental reaction 3.Over-estimation of resource competence 4.Failure to coordinate 5.Failure to obtain senior management commitment 6.Failure to obtain employee commitment 7.Under-estimation of time requirements 8.Failure to follow the plan 29

30. Transition from Planning to reaping The transition comes with challenges….. 30 Strategic Goal Setting Strategy Development and Implementation Activities Results

31. Transition Challenges Structures Systems Processes Politics People (staff) External dynamics (shifts) Resources 31

32. Thank you 32