1. Strategic Thinking Mahesh P. Joshi
Director of Innovation and Entrepreneurship Program, and
Associate Professor of Global Strategy and Entrepreneurship
School of Management, George Mason University
President
Joshi International, Inc.
Joshi - Strategic Thinking

2. The Definition of Strategic Management
The Art and Science of Formulating, Implementing, and Evaluating Cross-Functional Decisions That Enable an Organization to Achieve Its Objectives
Joshi - Strategic Thinking

3. The Basis for Good Strategic Decisions
Intuition + Analysis
Effective Strategic Decisions
Joshi - Strategic Thinking

4. Keys to Formulating Strategies
Business Mission
External Opportunities and Threats
Internal Strengths and Weaknesses
Strategy Formulation
Joshi - Strategic Thinking

5. A Comprehensive Strategic Management Model
Perform
External
Audit
Feedback
Develop
Mission
Statement
Establish
Long-
term
Objectives
Generate,
Evaluate,
and
Select
Strategies
Establish
Policies and
Annual
Objectives
Allocate
Resources
Measure
and
Evaluate
Performance
Perform
Internal
Audit
Strategy Formulation
Strategy Implementation
Strategy Evaluation
Joshi - Strategic Thinking
Establish Policies and Annual Objectives
Establish Policies and Annual Objectives

6. The Stages and Activities in the Strategic Management Process
Integrate intuition with analysis
Make decisions
Strategy formulation
Conduct research
Allocate resources
Establish annual objectives
Strategy implementation
Devise policies
Measure performance
Take corrective action
Review internal and external factors
Strategy evaluation
Joshi - Strategic Thinking

7. Joshi - Strategic Thinking
What is Strategy?
Defining Strategy
Strategy is the overall plan for deploying resources to establish a favorable position.
Plan
Resources
Position
Joshi - Strategic Thinking

8. Joshi - Strategic Thinking
What is Strategy?
Characteristics of strategic decisions:
Important.
Involve a significant commitment of resources.
Not easily reversible.
Strategy Vs. Tactics
Tactic is a scheme for a specific maneuver
Joshi - Strategic Thinking

9. Joshi - Strategic Thinking
Robin Hood
Analyzing the case
What is the main problem here?
How can this problem be solved? What needs to be changed?
Joshi - Strategic Thinking

10. Intended or Realized Strategy
Deliberate
Intended
Intended
Deliberate
Realized
Realized
Strategy
Strategy
Strategy
Emergent
Unrealized
Emergent
Strategy
Strategy
Decisions by Organization to manage changes in the environment and possible deployment of resources
FIO Decisions
Financing
Investing
Operations
Joshi - Strategic Thinking

11. Defining a Business Model: Practical
Core Logic &
Strategic Choices
Value Network
Customer Relationship
Information Flow
Product/Service Flow
Supplier
Mission
Customer
Market Scope
Capabilities
Offering
Create Value
Capture Value
Resources/Assets
Processes/Activities
Cost
Profits
Financial Aspects
Joshi - Strategic Thinking

12. Business Model: An Application
From Robin Hood to your organizations
Joshi - Strategic Thinking

13. Strategy and Business Model: A Link
THE FIRM
Goals &
Values
Resources &
Capabilities
Structure &
Systems
THE
INDUSTRY
ENVIRONMENT
Competitors
Customers
Suppliers
STRATEGY
Executed
Through Processes of
A Business Model
Joshi - Strategic Thinking

14. Joshi - Strategic Thinking
Our Focus Today
Context
External: Industry and other
factors
AND
Internal: Assets and its
organization
Mission
Why a firm Exists
What Societal Need is fulfilled
External changes
Performance
Long Term survival
Strategic
Managers
BOD
Action about Asset
Acquisition & Deployment
of the assets
Objectives
Strategic Goals
Long Term
Short term
People
People
Strategic Thinking Through Business Models
Joshi - Strategic Thinking

15. Joshi - Strategic Thinking
McKinsey 7S model
Joshi - Strategic Thinking