1. Strategic Management Effectiveness: the basis for determining success 1 Session 3 Effectiveness: the basis for determining success Agenda:  Organizational effectiveness Concepts and issues with each Application  A brand called you Ideas Ideas you might apply

2. Strategic Management Effectiveness: the basis for determining success2 Assignment for session 3: Be prepared to discuss Organizational effectiveness--the basis for deciding—as it relates to Apple Dell The “A brand called you” article as it relates to your Your expectations of yourself Your teammates What you will commit to do for the team

3. Strategic ManagementEffectiveness: the basis for determining success 3 What is organizational effectiveness (O/E)?  The basis for determining success  Approaches to evaluating O/E Goal— degree to which an organization achieves its goals, or attains its desired state Internal process— internal health and efficiency Resource-based— effectiveness in obtaining and using resources (inputs) Stakeholders—degree to which stakeholders are satisfied

4. Strategic ManagementEffectiveness: the basis for determining success 4 Is Dell achieving organizational effectiveness (O/E)?  Using O/E concepts What indicates the answer is Yes? Explain. What indicates the answer is No? Explain.  Have Dell’s strategies changed appropriately? Corporate Business functional  H&W Fig. 1.1: Evaluate Dell’s performance in each of the 4 processes.  H&W Fig 1.3: Which elements are of concern?  Page 14: Questions 1-5 and 8.  How would you rate (1-10) Dell’s strategic management? Explain.

5. Strategic ManagementEffectiveness: the basis for determining success 5 Applying O/E approaches O/E Approach Are they Effective Rate O/E (1-10, 10=high ) Justification for rating 1 Goal approach 2 Resource-based approach 3 Internal process approach 4 Stakeholder approach

6. Strategic ManagementEffectiveness: the basis for determining success 6 So, is Dell effective?  Yes, because  No, because

7. Strategic ManagementEffectiveness: the basis for determining success 7 Is it worthwhile to evaluate O/E  Since the different approaches to evaluating O/E often lead to different conclusions, what is the value of this set of concepts?  What should be the role of O/E in strategic management

8. Strategic ManagementEffectiveness: the basis for determining success8 What does “A brand called you” suggest about Your expectations of yourself Your teammates What you will commit to do for the team

9. Strategic ManagementEffectiveness: the basis for determining success9 Thoughts on team building Thoughts from Tom Peters, A brand called you

10. Strategic ManagementEffectiveness: the basis for determining success10 Key thoughts from a Brand called YOU We now live in a project world. Loyalty is as important as ever Not blind loyalty to the company, but rather Loyalty to colleagues, your team, your customers, and yourself Takeaway: Contribute value, develop influence, and build your brand.

11. Strategic ManagementEffectiveness: the basis for determining success11 Building your brand Focus on value provided Reach out

12. Strategic ManagementEffectiveness: the basis for determining success12 Building your brand: Focus on value! Your most important job is to be head marketer for the brand called YOU Figure out how you can deliver value to the team Add remarkable, measurable, distinguished, distinctive value Be relentlessly focused on what you do that adds value Reach out to every opportunity…and make a noteworthy contribution to your team’s success Takeaway: Everything you do, or choose not to do, communicates the value and character of your brand.

13. Strategic ManagementEffectiveness: the basis for determining success13 Building your brand: Reach out! Sign up for extra tasks to introduce yourself, showcase your skills, or work on new ones Everything you do, or choose not to do, communicates the value and character of your brand Nurture your network of colleagues Seek out challenging, provocative projects; volunteer to do the difficult tasks Act like a credible leader

14. Strategic ManagementEffectiveness: the basis for determining success14 Building a HealthyTeam Table Identify what makes your product or service different from competitors Identify qualities or characteristics that make you distinctive Provide substantive contribution with style, e.g., demonstrate a command of technology, keep your contributions short and to the point Ask for, insist on, honest, helpful feedback on your performance: It’s the only way to know what you would be worth on the open market.

15. Strategic ManagementEffectiveness: the basis for determining success15 Ideas for building team expecta- tions from Brand Called YOU Be a great teammate and a supportive colleague. Be an exceptional expert about something that has real value. Be a broad gauged visionary—a leader, a teacher, a far sighted “imaginer” Be obsessed with pragmatic outcomes

16. Strategic ManagementEffectiveness: the basis for determining success16 Healthy Team Expectations for _____ To assure that the performance of each team member contributes to an effective and healthy team, we agree to these performance standards. Performance Area Performance Element to be Measured Expected Performance Results to be tracked Task completionOn time completion of tasks Always distributes completed tasks to team members before due time % of expectations met, or # of misses Example row

17. Strategic ManagementEffectiveness: the basis for determining success17 Assignment for Session 4 Dell -2004 articles. Link will be posted on web site. Preparation questions/tasks How have Dell’s strategies changed? Consider all 3 levels of strategy. How has Dell’s Organizational Effectiveness changed on each Approach to O/E? Evaluate Dell’s environment using Fig. 3-1, Table 3-1, and Figure 3-3. Then, identify the “high priority” issues for Dell in Fig. 3-3 Characterize Dell’s business strategies in Fig. 5-3. Identify a Dell business that fits in each of the cells in either Fig. 6-2 or Fig. 6-3.