Wednesday, April 9 Agenda

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Wednesday, April 9 - Agenda

• Managing innovation and experts recap
• Integration/synthesis - themes of BUSN 789
• Chapter 18 - Managing otherwise
• Exam 2 review
• Presentation guidelines/scheduling
• Case 5 - Canon

2
Environments and Configurations

• high envl complexity low
• envl
• change
• low

3
4 components of organizational intellect

• 1. Cognitive knowledge (know what . . .)
• 2. Advanced skills (know how . . .)
• 3. System understanding trained intuition
• (know why . . .)
• 4. Self-motivated creativity (care why . . . )

4
Upcoming at NDSU College of Business . . .

• UG majors
• - management
• - marketing
• - finance
• (- accounting, MIS)
• Masters of Accountancy
• Fall electives
• TL 727 Managing organizational change, W 6-9
• BUSN 49X/69X Design of contemporary
  organizations, TuTh late afternoon

5
(R15.4) Covert Leadership

• What?
• Why?
• How?

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Using covert leadership

• Control not through supervision, but via
  professional rituals.
• . .How much of the music of managing . . gets
  drowned out by the numbers . . .
• Invisible/unobtrusive leadership
• If the players do not accept the conductors
• authority or if the conductor does not accept
• the players expertise, the whole system
• breaks down.

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• Building organizational culture
• Culture does not have to be created so much
• as enhanced. . . The leader has to use this
• culture to define the uniqueness of the group
• and its spirit in comparison with other
• orchestras.
• Managers as conductors
• herding cats myth of complete control
• not obedience and harmony, but nuances and
• constraints.

8
Strategic Management - Harvard view

• Strategy Formulation? Strategy Implementation
• -assess external and -align internal structure
• internal environments and resources (human,
• (What might/can/ physical, financial) with
• should/want to do?) tasks/actions needed to
• -develop deliberate successfully execute the
• strategy (plan, ploy, strategy and achieve
• position) to achieve internal strategic fit
• external strategic fit -continually hone rare,
  
• and sustainable valuable, hard to imitate,
• competitive advantage usable competencies

9
Additional thoughts on Classic Harvard Model of
Strategic Management?

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Strategic Management - a la Mintzberg

• Link formulation and implementation using broad
  notions of (umbrella) strategy based on astute
  understanding of external and internal situation
  of the moment gained through experience/intuition/
  dense and timely information sources.
• Pay particular attention to orgl patterns,
  perspectives (core values), configuration, and
  promising weeds in the garden.
• Continuously adapt as the situation unfolds,
  yielding a deliberately emergent strategy.

11
Thoughts on Mintzberg/Quinn Process Approach to
strategic management?

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Strategic Management - Froelich Model

• Environment Harvard Mintzberg
• Strategy
• Structure
• Systems
• Resources/Capabilities
• Organizational Culture
• Performance

13
Strategy Innovation and the Quest for Value
(R18.3)

• Main point of article
• Strategy innovation
• Key measure of success (according to author Gary
  Hamel)

14
Useful advice/insight from R18.3?

• Strategy innovation is the key to wealth
  creation, and the only way for new entrants to
  succeed in competitive arenas.
• We need more guidance for the process of creating
  innovative strategies.

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More insight, R18.3 . . .

• Strategy doesnt simply emerge - rather, it is
  emergent.
• Pay attention to and work with important
  preconditions for the emergence of strategy.
• (Beware of stupid growth!)

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5 Preconditions for the Emergence of Strategy

• 1. New voices
• 2. New conversations
• 3. New passions
• 4. New perspectives
• 5. New experiments

17
Mintzbergs Managing Quietly (R18.5)

• Essence of the message
• Romance of the craftsman?
• Or ideal to strive toward?

18
Insights . . .(?)

• really good management is boring vs.
• management by barking around
• - fads/buzz words/gurus/media hype/
• management industry
• -attribution of success - to the leader
• (vs. to environment, ex-leader, other key
• people, proprietary advantages, luck . . .)

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Prescription

• Avoid obsession with the present
• need wisdom to appreciate the past
• gauge success by measures in the future.
• Manage quietly, not loudly, by
• - inspiring
• - caring
• - infusing
• - initiating

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(R 18.1) Mintzbergs Beyond Configuration- (not
assigned) Symphony in C

• Competence from convergence,
• containment of configuration,
• configuration combinations,
• cleavage in configurations,
• cycles of conversion,
• combining cooperation and competition,
• managing contradictory forces,
• creation of new organizational forms.

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Exam 2somewhat similar format as Exam 1 MC,
selected discussion Qs (no case application), a
few required open-ended Qs denotes key articles

• STRATEGY FORMATION
• crafting Vs. formulating strategy
• (R5.1, R6.3)
• ORGANIZATION
• basic parts ? orgl configurations (R8.1)
• new orgl forms (R15.2 R16.3)

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• COLLABORATION
• strategic alliances - ? importance advice
• (R10.1 R10.2)
• MACHINE ORGANIZATION (R14.1)
• TECHNOLOGY
• customized customization (R9.1)
• pitfalls of technology development (R9.2)
• DIVERSIFIED CONFIGURATION (R17.1)

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• ENTREPRENEURIAL CONFIGURATION (R13.1, 13.3)
• emerging (and fragmented) industry
• environments (R13.2)
• INNOVATIVE (ADHOCRACY) CONFIGURATION (R16.1)
• managing in the whitespace (R16.2)

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• PROFESSIONAL CONFIGURATION (R15.1 R15.4)
• the professional service firm (R15.3)
• MANAGING QUIETLY
• (R 15.2 R18.3 R18.5)
• STRATEGIC MANAGEMENT ??
• The BIG picture . . .

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Project Presentations

• 20 minute presentation, plus QA,
• every team member has a speaking part.
• INTERESTING and informative, with
• well packaged factual information and insightful
  strategic analysis leading to
• solid, defensible conclusions,
• all delivered in an engaging and professional
  manner.

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Project Scoring (see handout)

• Advance outline and bibliography 5 pts
• Content 30 pts
• Conclusion 10 pts
• Organization and delivery 30 pts
• Audience role in scoring (one night/student)

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Preliminary Presentation Schedule -

• April 23
• Bremer Bank
• Pizza Industry
• PRACS
• Home Building Industry
• Eagle Creek Software Services

• April 30
• The Winery
• Eide Bailley
• GEM
• Advenio Partners
• Coffee Shop Industry?