Case Study

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Case Study
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Case Study Doing Nothing vs. Doing Something

• Potentially damages brand equity
• Negative perception of the company for its own
  employees
• Creates the potential for a crisis of consumer
  confidence
• Questioning of existing environmental strategies
  and its ability to attract socially responsible
  investors.

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Case Study Doing Nothing vs. Doing Something

• Attracts attention to what may be a
  "non-problem." (consumers were currently unaware
  of the issues)
• Cheapens the brand by aligning Tiffany with other
  "green" companies.
• Scrutiny about commitment level. (platinum)
• Raises questions about returns for shareholders.

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Case Study Actions taken by Tiffany

• Tiffanys Mission Statement to bring beauty
  into the lived of our customers creating
  beautiful objects.
• NGOs battles may be done on the sidewalk in front
  of Tiffany.
• Putting our own house in order isnt enough.
• Encourage other retail companies to do the same.

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Strategy as Strategic Decision Making
William Fleck Frank Shala Hiroshi Tashiro
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• No advantage and no success is ever permanent.
  The winners are those who keep moving. by CEO of
  British Petroleum, John Browne
• The only constant in our business is that
  everything is changing. We have to ahead of the
  game by Michael Dell

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Overview

• Building collective intuition
• Stimulating quick conflict
• Maintaining the pace
• Defusing political behavior

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Building Collective Intuition

• Regularly scheduled must attend meetings-
  intense interactions and information sharing
• Real-time information includes external and
  internal operations (i.e. operating performance,
  innovation-related, and time-related metrics
• Range of perspectives improves decision quality
  creates a deep intuition/gut feeling

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Stimulate Quick Conflict

• A natural feature of high-stakes decision making
• Stimulates innovative thinking, creates a fuller
  understanding of options, and improves decision
  effectiveness
• Assembly of diverse teams, frame-breaking
  tactics, and creating multiple alternatives all
  accelerate conflict

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Maintaining the Pace

• Long analytical vs. Quick
• Rule of Thumb
• Usually 2 to 4 months
• Prototyping decisions

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Maintaining the Pace (Contd)

• Consensus with qualification
• Reach consensus, then okay.
• If not, voting or decision by CEO
• Worst decision No decision

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Defuse Politics

• Politicking often distorts the information.
• Create common goals.
• Each key decision maker should have a clear area
  of responsibility.
• Humor strengthens the collaborative outlook.

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Strategy Summary

• The ability to make fast, widely supported,
  and high-quality strategic decisions on a
  frequent basis is the cornerstone of effective
  strategy.