Ppt on levels of strategic management

TMTs & Executive Compensation. Top Management Team CEO, CFO, CIO, CMO, CAO, COO, CTO, CPO, CNO, CKO, CLO.

BOD Establish culture. Be the face of the company. Set the vision, mission, values, set ethical standards Develop talent Major budgetary decisions Managing inter-organizational resources Increase shareholder value (respond to analysts, engage investors) Make market decision Sign off on financial statements, be legally accountable Make strategic decisions, Ask the big questions, Guide lower level managers Represent company with strategic partners Enforce accountability Gather external information/


Interoperability. Martin Sykes Information architecture programs suffer from EAs worst problem: They have a strategic and enterprisewide focus that.

for the different stakeholder groups with the right level of detail for each. Activity and Value Reporting Stakeholder Management Engagement Management Customer Satisfaction Management Relationship Objectives and Scope Service Delivery Planning Contractual Relationships Delivery Management Funding and Financial Planning Funding and Financial Planning Information Management Strategy Capacity Forecasting IT Portfolio Investment Analysis Business Plan Analysis Strategic Planning IS and IT Strategy and Planning/


Kanban and large-scale strategic planning

large-scale strategic planning Eric Brechner Dev Manager, Xbox Eric Brechner is the development manager for Microsoft’s Xbox Engineering Services team, and author of the new book, “Agile Project Management with Kanban.” At Microsoft, he has also been development manager for Xbox/ ordering Headline and subhead Location, date, and lead Key issue or barrier resolved for target audience High-level messaging around top scenarios, highlighting differentiation THE GOAL: Mock press release Finish by 11:00 am System /


School Strategic Planning School Councils. Why are we doing strategic plans? “The biggest challenge confronting education in Australia is how to overcome.

= 3 – 5 key broad activities that the school will undertake to achieve the level of desired improvement in the Goals & Targets over the four year period School strategic planning template Student LearningStudent Engagement and Wellbeing Student Pathways and Transitions Goals Targets Key Improvement / the school need to do? How will the school manage its resources to achieve these outcomes? How will we know if these outcomes have been achieved? Strategic Planning Do: Get input from your community Leave off /


Third Party Logistics (3PL) Chapter 3. Outsourcing fulfils 2 needs It improves service levels by improving flexibility and inventory management It reduces.

Third Party Logistics (3PL) Chapter 3 Outsourcing fulfils 2 needs It improves service levels by improving flexibility and inventory management It reduces costs in various ways Services of 3pl 1. Basic services 2. Physical contract logistics services 3. Management contract logistics services 4. Integrated contract logistics Using 3pl providers can allow To penetrate new markets Reduce the inherent financial investment risks like owning trailers and/


2015 IWA Conference Cincinnati Performance Management & Benchmarking Rick Bickerstaff www.Competitive Edge Performance.net.

sources Guidance for target setting Systematic review & reporting process Strategic Area Strategic Goal Tactical Actions Charleston Water System’s Strategy Strategy Framework / Workforce Development Product & Process Results KPI Level Roll Up PI Level Charleston Water System Measurement Hierarchy CWS Measurement /Management Charleston Water System’s Contributions  CWS participated in the development of the EUM Benchmarking Tool Compare your results  Gap analyses were conducted using the tool on parts of/


SFD Strategic Planning March 16, 2007 Professional Development “Preparing for the Next Level

in NFPA 1041. Recommended Training and Education NFA Fire Service Course Design NFA Training Program Management NFA Management of EMS SFD Strategic Planning March 16, 2007 Training Officer Recommended Training and Education BEMS EMT Instructor ACLS Instructor PALS Instructor BLS Instructor SFD Strategic Planning March 16, 2007 Executive Level Career Path SFD Strategic Planning March 16, 2007 Fire Officer IV (Executive. Chief) Those Officers seeking Executive Positions/


Healing at a higher level. Emory Healthcare Human Resources Management.

Healing at a higher level. Emory Healthcare Human Resources Management 2 The Strategic Framework E MORY H EALTHCARE Become the leading health care system in the Atlanta and Southeast regions, / Cont’d The Targeted Selection process enables E MORY H EALTHCARE managers to hire the most technically qualified candidates to ensure WHAT gets done is of the highest quality. The Targeted Selection process enables E MORY H EALTHCARE managers to hire candidates with a “service- oriented philosophy,” ensuring customer/


 Copyright, Ansari, Bell, Klammer and Lawrence, Management Accounting: A Strategic Focus, Irwin-McGraw-Hill, 1999. Lean Production Based On The Book “The.

Lawrence, Management Accounting: A Strategic Focus, Irwin-McGraw-Hill, 1999.  Lean Production Relations with Suppliers  Mass Production  Adversaries  Not part of design process/Management Accounting: A Strategic Focus, Irwin-McGraw-Hill, 1999.  Lean Production Career Path Differences Example - Engineer  Mass Production  Entry Level: Functional Focus Only  Path: Drive Train Jr. Engineer Drive Train Dept. Manager Drive Train Sr. Engineer Drive Train Dept. Manager  Short Term Relationship  Entry Level/


Strategically Mobilizing Resources. Day 2: Session 4 Overview.

and sustainable voluntary contributions that fully support the achievement of FAO’s objectives at the global, regional, subregional and country levels The Corporate RMMS 1.Expanding resource partnerships 2.Communicating priorities for RM 3.Enhancing RM capacities 4.Effectively manage and report on resources RMMS – Outcomes All resource mobilization efforts should.... Support FAO’s Strategic Framework and Members’ priorities Comply with FAO’s rules/


Coalition Fires (CF) Technical Manager: NSWCDD, Joe Francis, (540) 653-0228 United Kingdom, Mr. George Vongas, MOD Raytheon Network.

gestalt-llc.com Operational Manager: JFCOM, J8 Transition Manager: JPSD (proposed) Advanced/levels supporting Land & Littoral Warfare Inadequate Interoperability for fires & effects execution on Land Insufficient decision support processes for Coalition Fires Lack Integrated Network of/level Access Control for secure information sharing & collaboration capability (Policy issues dominate) Inadequate Fratricide Avoidance and Dynamic Battlespace Integration FY06 ACTD Candidate Coalition Fires (CF) ACTD Strategic/


JDL Strategic Management BPL Jon D. Loe JDL Strategic Management 720-256-6565.

centerBill Inquiry – PPL Solutions call center Proprietary JDL Strategic Management BPL Customer Care Level 1 care (Trouble Ticket)Level 1 care (Trouble Ticket) Internet (Level 2)Internet (Level 2) Backbone (Level 3)Backbone (Level 3) BPL Network (Level 3)BPL Network (Level 3) Scheduled maintenanceScheduled maintenance Emergency proceduresEmergency procedures Proprietary JDL Strategic Management BPL Network Management Pro-active constructionPro-active construction Scheduled MaintenanceScheduled Maintenance/


Chapter 9 Corporate Strategy Alternatives: Managing Organisational Scope.

between strategic objectives, strategic alternatives and the specific strategic requirements of an organisation Strategic Management 4e., Viljoen & Dann © 2002 Pearson Education Australia 3 Strategic gap analysis its purpose measurements quantitative qualitative its value who should do it Strategic Management 4e., Viljoen & Dann © 2002 Pearson Education Australia 4 Levels of strategy corporate level strategies business-level strategies operational level strategies Strategic Management 4e., Viljoen/


Centre for Strategic Manufacturing Alina Shamsuddin TECHNOLOGICAL CAPABILITY AND PERFORMANCE MEASUREMENT Alina Shamsuddin DMEM 1 st. Year PhD Supervisor:

discipline to plan, develop and implement technological capabilities to shape and accomplish the strategic and operational objectives of an organization Technological capability is the resources needed to generate and manage improvements and innovations in products, process and production Centre for Strategic Manufacturing Alina Shamsuddin Management Of Technology Performance Measurement Centre for Strategic Manufacturing Alina Shamsuddin Why is performance measurement important for business? Basis for/


SMSPG Meeting January 22, 2009. Using increasing accountabilities to drive unit-level performance: Bringing the baldrige framework to life Developing.

accountabilities to drive unit-level performance: Bringing the baldrige framework to life Developing Strategic & Operational Metrics /Strategic Metrics – The Rudder Why Goal 1 Goal 2 Goal 3 Goal x Goals Strategies Strategy 2 Strategy X Strategy 1 $$ Source of Yield Loss $$ Source of/track Progress is being made on projects & initiatives driving strategic metrics Appropriate adjustments & modifications to the plan are evaluated & acted upon. Management Review & Action Review & action: The most critical element/


1 Logistics FIPT April 5, 2002 Logistics CDSC. 2 Executive Director Center for Program Management Center for Contracting FE Center for Logistics/ Sustainment.

DoD Component’s Professional Development Initiatives Vision clarification Competency assessment Investment analysis Recruiting Career development (Education and Training) Retention DoD Logistics Workforce Strategic Plan 11 BACK-UP 12 Acquisition Logistics Current Program ACQ101ACQ201 LOG101LOG201LOG304 LOG203 LOG204 LOG205 On-lineClassroom Either One Level I Level IILevel III 13 ACQ101ACQ201 LOG101LOG201LOG304 On-line HybridClassroom Level I Level IILevel III LOG235 Acquisition Logistics Planned Program


WePlanWell ™ Demonstration On-line Strategic Planning & Performance Tool Presented by:

TM Assessment Assess the plan at all levels and automatically produce scorecard reports for at a glance results. Tool Adoption: WPW Learnings Integrating WePlanWell and strategic plans into your day to day culture   Management Team and Board embraces and reinforces   Add plan updates (specific topics) to the agenda of all staff meetings and board meetings   Quarterly Assessments:  Management scorecard for quarterly staff meetings  Governance scorecard/


Rootberg Business Services NASDAQ: CBIZ www.cbiz.com Anne-Marie Jen-Senior Tax Manager Aaron Golden-Audit Senior.

level job titles Staff accountant - accounting dept. Staff accountant - tax dept. Consultant - business technology group 4 Career Path - Accounting/Tax Staff Accountant (0-2 years) Semi-Senior (1-3 years) Senior (2-4 years) Supervisor (4-6 years) Manager (6-8 years) Senior Manager/ Client Litigation Support Business and Management Consulting 1120, 1120S, 1065 Strategic Tax Planning 1040 - Individual 1041 - Trust Estate Planning 7 Tax Staff Positions All types of business and individual return preparation /


IS 312: Information Systems for Business Discussion Management Hierarchy Model.

IS 312: Information Systems for Business Discussion Management Hierarchy Model TACTICAL MANAGERS TYPES OF INFORMATION SYSTEMS Tactical Operational Operations Strategic MANAGEMENT LEVEL GROUPS SERVED “TOUCH” STRATEGIC LEVEL GOAL- SETTING MONITOR & CONTROL SALES & MANUFACTURING FINANCE ACCOUNTING HUMAN RESOURCESMARKETING LOWER-MANAGEMENTSUPERVISORS RESOURCE ALLOCATION VALUE- ADDED COMPOSITION OF DECISION-MAKING DATA WORKERS Structure Focus MANAGERS MANAGERS Unstructured Structured External Internal Operations/


Department of Business Management Strategic Human Resource Management Ing. Miloš Krejčí

3. Strategic Human Resource Management Key knowledge HR processes review – the same level for all strategic (linked with other functions / courses) view exam State Final Exam real business life – how it works in companies / on the market Basic Management Skills course/7494 6709 8 Literature: Ing. Miloš Krejčí milos.krejci@mail.vsfs.cz 6.6. Strategic Human Resource Management How to study: Sylabus (goal and content of the course) Basic theory Homeworks / preparation Real business cases Lectures in *.ppt in IS/


Strategic National Action Plan: An Implementation Overview.

, but executed by all government departments and sections). Operational (Mandates for Ministries) Tactical (Specific projects and programs) Strategic (SNAP, at national level) Questions/Comments? How to contact me: Gary L. Cagle MPA (HC), EMT-P UNDP Disaster Management Consultant National Disaster Management Centre Ameenee Magu Henveiru Male, Republic of Maldives Tel: +960 333 3449 Mobile: +960 747 3956 Fax: +960 333 3443 Email: gary.cagle/


Overview The Strategic Approach: an Introduction

require homework Third Level: As above, plus include the topic on exams Strategic Cost Management The Strategic Perspective Prior Perspective Focus on Financial Reporting Common emphasis on standardization and standard costs The accountant as functional expert and financial scorekeeper # View cost management as a tool for developing and implementing business strategy # The accountant as a business partner # Focus on cost management Consequences of Lack of Strategic Cost-Management Information Decision/


Project Insight PM Tool Overview May 19 20 th, 2010 Rio de Janeiro Working Group Meeting David Hamill Director, Project Management Office.

Management Office May, 2010 WGM - Rio de JaneiroProject Insight Overview2 Goals Demonstrate Project Tools Project Insight Overview Help Project Facilitators in project development and facilitation Promote the use and understanding of/ Project Insight is a 100% web-based project management software application with tools that offer many strategic benefits to HL7; such as: Project scheduling Flexible/) 3 Year Plan Items (no PSS required – just high level info) Data entry typically done by the PMO, but can be/


Project Insight PM Tool Overview January 20 th, 2010 Phoenix Working Group Meeting David Hamill Director, Project Management Office.

Management Office January, 2010 WGM - PhoenixProject Insight Overview2 Goals Demonstrate Project Tools Project Insight Overview Help Project Facilitators in project development and facilitation Promote the use and understanding of/Features Project Insight is a 100% web-based project management software application with tools that offer many strategic benefits to HL7; such as: Project scheduling Flexible/) 3 Year Plan Items (no PSS required – just high level info) Data entry typically done by the PMO, but can /


Organization of American States Management Study of the Operations of the General Secretariat Part II – Detailed Observations and Options November 3,

). Advantages: A shift from the current budgetary focus on inputs to one that aligns the resources and activities of the Organization toward obtaining the desired results would allow the OAS to more efficiently meet strategic objectives. A RBB would increase the level of accountability of business managers in meeting the Organization’s objectives within budgetary constraints. A RBB would assist the OAS in implementing better fiscal/


SM 2010 1a1 Taiz master program Engineering & Management Course Strategic management Introduction Lecturer : John L Simons

They involve a non trivial change process SM 2010 1a10 Strategy, what is it all about ? Strategic decisions Levels of strategy Basic terms and concepts The strategic management process Strategy as an academic subject Strategy as a profession Course setup SM 2010 1a11 Levels of Strategy Corporate level Business level Business unit level Iff there is an external market and a product SM 2010 1a12 Strategy, what is it all/


Driven to Success Through Service and Quality Solutions Southeast Region Strategic Planning, the WHAT, WHY & HOW.

buy-in and high level of execution on objectives, action plans and personal objectives (alignment & clarity). SE Region Strategic Planning-HOW? SWOT Elements Strength-Capitalize on Strengths (internal) Weakness-Overcome Weaknesses (internal) Opportunities-Exploit and Develop Opportunities (external) Threats-Avoid, Minimize and Mitigate Threats (external) SE Region Strategic Planning-HOW? The Balanced Scorecard Financial Performance -Finance and Budget Performance Management Goals Satisfaction - Customer/


January 2015 HE Experience January 2015. Vision & Rationale Governors and senior managers recognise HE as a key strategic priority HE tradition since.

and senior managers recognise HE as a key strategic priority HE tradition since 1991 Whole college strategy day “buy in” Room for Universities and Colleges Flexible offer day and evenings so students can still work Vision & Rationale Strategy to work with few high quality partners in all areas of work including HE Our HE work strengthens our FE offer (all levels) Our strong level 3/


Contents Executive Summary Introduction and Background

/Planning Page 27 Supply Market Analysis and Demand Management/Planning require a higher level of analysis and synthesis that must be conducted “off tool” AIR FORCE STRATEGIC SOURCING MODEL Opportunity Assessment Current Strategy Review Market Research Sourcing Strategy Development Requirements Definition Strategy Execution Performance Management Spend Analysis E-Procurement E-Sourcing Contract Management Supplier Management Demand Management/Planning Supply Market Analysis Functional Components provided by/


The Strategic Decision Model

Peter Becker, Copenhagen Business School Explanation to model Intention: the model support management deciding strategic choices based at thoroughly view on all relevant micro, meso and macro /Customization may lead to lower transaction cost, but the positive effect is narrated by reduction of performance – customized assets in changing environment. Strategy S W Micro factors/Corporate level Resource audit Firm specific Physical, intellectual and human assets Organizational structure, production factors and/


A Strategic Approach to Integrating Utilization Management Into Your Value Analysis Program For SEPAC Presented by Robert W. Yokl, Vice President, Operations,

to Give Them the Best Training Available Better Training Ensures Better Results Copyright 2013/2014 - Strategic Value Analysis in Healthcare14 Management Buy-In If Senior Management and Physicians “Get It” Your Utilization Efforts Will Be So Much Easier! Management still lives in the price/contract first world They are not thinking on the level of a Supply Chain Professional Help them understand the upside savings potential/


Lecture 04: Cost Leadership Niels-Erik Wergin

expansion may propel a firm down the experience curve because of higher volumes Example: Computers Strategic Management © Niels Wergin 2009 © Niels Wergin 2009© Niels-Erik Wergin 2009 BUSI1317 - Strategic Management (2009)International HRM (2009-2010) 14/04/2017 Sources of Cost Advantage Policy Choices • firms get to choose how they will serve the market • we’ll offer level of quality that is inexpensive to produce • firms can make/


Title Slide Higher Education Office of Information Technology Management Methodology By James M. Dutcher.

to meet business requirements IT Service Continuity - managing an organizations capability to provide the necessary level of service following an interruption of service Capacity Management - enables an organization to tactically manage resources and strategically plan for future resource requirements Service Level Management - maintain and improve the level of service to the organization Financial Management for IT Services - managing the costs associated with providing the organization with the resources/


Business Consultants STRATEGIC IMPLEMENTATION MiCase as a consortium “Best Practice” JEFF MILLS, VAN BUREN ISD / HOLLY NORMAN, KALAMAZOO RESA / DON DAILEY,

RESA DEVELOP INNOVATE IMPLEMENT Business Consultants STRATEGIC IMPLEMENTATION State Best Practices WORK IN A CONSORTIUM TO DEVELOP INFORMATION MANAGEMENT SYSTEMS ADDRESSING STUDENT MANAGEMENT, LEARNING MANAGEMENT & BUSINESS SERVICES DEVELOP AND IMPLEMENT /level of effort required and maximize the results To provide local support for information systems To work together to achieve more To reduce the use of paper To make information accessible Business Consultants STRATEGIC IMPLEMENTATION Core Values of/


Human Resources as a Strategic Business Partner

Problems Help me Grow the Business What can you Stop Doing? What can you do at A, B, C level? Discussion: If you received this feedback, how would you respond? Competencies to Get Invitation Influence Visibility Trust Relationship Management Succession Planning Acumen: Business Financial Strategic Business Case Turnover - most costly drain on bottom line 60% leave when economy improves 45% job satisfaction 72/


This work is licensed under a Creative Commons Attribution 3.0 Unported LicenseCreative Commons Attribution 3.0 Unported License (CC-BY). Mastering Strategic.

entity This work is licensed under a Creative Commons Attribution 3.0 Unported LicenseCreative Commons Attribution 3.0 Unported License (CC-BY). Mastering Strategic Management Chapter 6: Supporting the Business-Level Strategy: Competitive and Cooperative Moves Advantages & Disadvantages of Strategic Alliances Advantages Allowing each partner to concentrate on activities that best match their capabilities. Learning from partners & developing competences that may be more widely exploited/


MBA 614 Strategic Innovation and Competitive Rivalry Walter J. Ferrier, Ph.D.

Develop internal factors that create advantage Navigate stakeholder landscape Strategic management process… Five Stages Page 25 What else…..? External Stuff Globalization Technological change Diverse and increasingly vocal and influential stakeholders Wall Street The Natural Environment Internal Stuff Building functional capabilities Organizational culture Leadership Strategic HRM Board of Directors Efficiency Page 26 Levels of Strategy Corporate Strategy Business Strategy Functional Strategy Value can/


The Nature of Strategic Management

that are the bases for current strategies, measuring performance, and taking corrective actions Copyright ©2013 Pearson Education Stages of Strategic Management Strategy formulation, implementation, and evaluation activities take place at three hierarchical levels in a large organization: Corporate level, Business unit level, and functional level. Strategic management helps a firm function as a competitive team. Strategy formulation, implementation, and evaluation activities occur at three hierarchical/


© 2004 Managing the Information Technology Resource, Jerry N. LuftmanChapter 3 - Slide 1 Chapter 3 Strategic Alignment Maturity Managing the Information.

N. LuftmanChapter 3 - Slide 2 Chapter Outline Importance of IT and business environment Enablers and inhibitors to alignment Concept/importance of alignment maturity 5 levels of Strategic Alignment Maturity 6 Criteria that characterize levels of Strategic Alignment Model Assessing Strategic Alignment Maturity Strategic Alignment Process © 2004 Managing the Information Technology Resource, Jerry N. LuftmanChapter 3 - Slide 3 Importance of Alignment Effectiveness Efficiency Link Technology and Business © 2004/


1-1. Toys “R” Us Alan B. Eisner Keeley Townsend McGraw-Hill/Irwin Strategic Management, 3/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights.

in small quantities Brick & Mortar: Internet, including online auction environments Brick & Mortar: market share and profit margins being squeezed; Internet: extreme rivalry; lack of industry concentration/high level of tech. change Q2: Toys “R” Us Value Chain McGraw-Hill/Irwin Strategic Management, 3/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Value Chain Activity How does Toys “R” Us create value for/


Southwest Airlines: How much can ‘LUV’ do?

profitability. Organizational Design: Open communica-tion, culture that was not bureaucratic; tight cost controls; employee participation at all levels; sense of ownership among employees Nurturing a Culture Dedicated to Excellence: “Excellent customer service” – key goal; employees come first; Kelleher’s personality; proactive approach to leadership transition McGraw-Hill/Irwin Strategic Management, 3/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Q2/


McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.1 Strategic Management Creating Competitive Advantages.

of a hierarchy of strategic goals can help an organization achieve coherence in its strategic direction 1-4 What is Strategic Management ? Defining strategic management Four key attributes of strategic management 1-5 The Strategic Management Process Strategy analysis Analyzing organizational goals and objectives Analyzing the external environment Assessing the internal environment Assessing a firm’s intellectual assets 1-6 The Strategic Management Process Strategy formulation Formulating business-level/


BUSINESS LEVEL STRATEGY STRATEGIC MANAGEMENT BUAD 4980

Model Create barriers to entry through either cost leadership, differentiation, or both Select niches that are least vulnerable to substitutes or where competitors are weakest STRATEGIC MANAGEMENT – BUAD 4980 19 19 BUSINESS LEVEL STRATEGY Pitfalls of Focus Strategies Erosion of cost advantages within the narrow segment Focused products and services still subject to competition from new entrants and from imitation Can become so focused on/


Mo Sattar Do not copy or distribute-Connect The Dots - Strategic education : HR metrics through the prism of business planning process.

.Write down three “Financial level metrics” in your organization that are consistently used 2.Three “HR metrics” that are also consistently used 3.Identify alignment Do not copy or distribute-Connect The Dots - Strategic education : mosattar@cox.net Knowledge / Learning gaps ? Bringing HR and Finance Together with Analytics By Jeff Higgins, Human Capital Management Institute If the overwhelming majority of management teams across the business/


Figure 2.1: The Five Stages of Strategic Management

lower costs Pattern of Actions That Define Strategy Actions and approaches used in functional areas Actions to alter geographic coverage Actions to pursue new opportunities or defend against threats Actions to merge or acquire rival companies Actions to form strategic alliances and collaborative partnerships Figure 2.2: A Company’s Strategy-Making Hierarchy Corporate-Level Managers Corporate Strategy Two-Way Influence Business-Level Managers Business Strategies/


Business and Society: Ethics and Stakeholder Management, 5E Carroll & Buchholtz Copyright ©2003 by South-Western, a division of Thomson Learning. All.

Carroll & Buchholtz Copyright ©2003 by South-Western, a division of Thomson Learning. All rights reserved. 4-4 Chapter 4 Strategic Management and Corporate Public Affairs Chapter Four Outline The Concept of Corporate Public Policy Four Key Strategy Levels The Strategic Management Process Corporate Public Affairs Public Affairs as Part of Strategic Management Evolution of the Corporate Public Affairs Function Modern Perspectives of Corporate Public Affairs Public Affairs Strategy Incorporating Public Affairs/


This work is licensed under a Creative Commons Attribution 3.0 Unported LicenseCreative Commons Attribution 3.0 Unported License (CC-BY). Mastering Strategic.

neither offering unique features nor competitive pricing. This work is licensed under a Creative Commons Attribution 3.0 Unported LicenseCreative Commons Attribution 3.0 Unported License (CC-BY). Mastering Strategic Management Chapter 5: Selecting Business-Level Strategies Stages of Industry Life Cycle This work is licensed under a Creative Commons Attribution 3.0 Unported LicenseCreative Commons Attribution 3.0 Unported License (CC-BY). Mastering/


Water, Sanitation & Hygiene Sector in North Sudan Policy, Strategic Planning and 7 year Plan PHASE 2 From information management to Strategic Planning.

و متابعة Monitor & evaluate Water, Sanitation & Hygiene Sector in North Sudan Proposed Structure of Strategic Plans Present, trends and forecast 2015 Challenges and solutions Population السكان Present, trends and forecast 2015 Challenges and solutions Agriculture and other economic activities والزراعة وغيرها من الأنشطة الاقتصادية Water demand – water resources Water supply – water service management Institutional framework on water Institutional framework on S&H HH, school, health facility and institutional/


STRATEGIC MANAGEMENT Screen graphics created by: AP Mazarura.

Fifth Task of Strategic Management Characteristics of the strategic Management Process Need to perform tasks never goes away Boundaries among tasks are blurry Strategizing is not isolated from other managerial activities Time required comes in lumps and spurts The big challenge is to get the best strategy supportive performance from employees, perfect current strategy and improve strategy execution Who Performs the Five Strategic Management Tasks? Senior corporate level executives Subsidiary/


Item 11 Way Forward on the Provincial Strategic Agenda for the Western Cape 2009-2014 Cabinet Strategic Planning 27-28 June 2009.

safety of every /level Strat DevelopmentStrat Direction & ApprovalProgramme & Dashboard Management Project Management TTT/SG Lead Dept Manage the Strategic Directive & Dashboard Note: Based on: Strat Agenda Setting Process. Prov Strat Man Process. Departmental Strat Man Process. Project Implemen tation Provincial strategic management: Process steps 1.Determine Strategic Intervention 2.Create the strategic case 3.Allocate the Lead Department 4.Issue Strategic Management Instruction 5.Creating the Strategic/


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