What is your strategy?

What is your strategy?

Question # 1 What is your purpose?

What is not your purpose?

Further inspiration

https://www.teacherspayteachers.com/Product/What-is-your-purpose-1438787 https://www.teacherspayteachers.com/Product/Examples-of-purpose-2350843

Question # 2 What values do you have?

What values do you not have?

http://www.ideachampions.com/weblogs/archives/2011/01/50_awesome_quot_1.shtml http://www.spu.edu/depts/uc/response/winter2k4/goodbusiness.html

Leadership is a function of questions. And the first question for a leader always is:

Who do we intend to be?

Max DePree

A question to ask yourself and people you work with:

Why do we do it this way?

https://hbr.org/2015/09/5-strategy-questions-every-leader-should-make-time-for

Further inspiration

https://www.teacherspayteachers.com/Product/Questions-to-discover-your-values-1329394 https://www.teacherspayteachers.com/Product/Human-values-1633047

Question # 3 What do you do?

What do you not do?

Strategy is about 1. choosing what not to do.

2. combining what you do in a unique way.

https://hbr.org/1996/11/what-is-strategy

When you think about all the activities you have moved into, to what extent do they make sense together?

https://hbr.org/2015/09/5-strategy-questions-every-leader-should-make-time-for

Examples of what IKEA chooses to do

Examples of what IKEA chooses not to do

 Clear displays in the stores Having many sales associates which help people serve in the stores. themselves.  Child care services.  Food services at the exit that serve, for example, Swedish meatballs. https://hbr.org/1996/11/what-is-strategy

Joan Magretta: Understanding Michael Porter: The essential guide to competition and strategy.

Strategic positioning means performing different activities from rivals’ or performing activities in different ways. https://hbr.org/1996/11/what-is-strategy

https://hbr.org/1996/11/what-is-strategy

What Southwest Airlines chooses to do and not to do

Seeking out the new and unusual should be the strategist’s aim.

http://www.mckinsey.com/insights/strategy/hidden_flaws_in_strategy

http://www.quicksprout.com/2011/01/20/my-5-favorite-but-often-ignored-marketing-tactics/

Let’s say you were starting over from scratch.

Are the tasks, you do today, the tasks you would you?

If yes, why?

https://hbr.org/2011/08/key-questions-for-leaders

Industry attractiveness

Competitive strength

http://www.mckinsey.com/insights/strategy/enduring_ideas_the_ge_and_mckinsey_nine-box_matrix

The nature of the product is changing, with many products transcending their roles as material possessions that people own to become services to which they buy access. http://dupress.com/articles/future-of-manufacturing-industry/

Sources http://www.mobility.ch http://stadtrad.hamburg.de

Market growth

Question marks  Select ideas with the largest potential.  Invest in ideas with the largest potential.

Stars  Growth strategy.  Invest to stay innovative and efficient.

Poor dogs  Move out of business area.  Move out of market.

Cash cows Invest money in ”question marks” / new promising ideas.

Market share

Adapted from the bcg matrix.

1. What will you do?

2. What will your users and/or suppliers do?

http://www.mckinsey.com/insights/strategy/enduring_ideas_the_business_system

Further inspiration https://www.teacherspayteachers.com/Product/Stop-and-start-doing-exercise-1594003

Question # 4 What needs do users and potential users have?

Southwest Airlines defined its target market to include regular bus travelers - people who wanted to get

from point A to point B in the lowest-cost, most convenient way. http://www.strategy-business.com/article/cs00002?pg=all

Broad target

Low cost

Differentiation

Low cost strategy

Differentiation strategy

Narrow target For example certain people and/or countries

Low cost focus strategy Example: How can we make education materials available to young people in Kenya?

Differentiation focus strategy

http://www.slideshare.net/IanMcCarthy/when-customers-get-clever-managerial-approaches-to-dealing-with-creative-consumers

Further inspiration https://www.teacherspayteachers.com/Product/Needs-that-people-have-1530997

Question # 5 Which distribution channels do you use?

Which do you not use?

Suppliers

You

Blogs and other social media / Other digital platforms / Homes of people / Stairs in apartment buildings / Streets / Event locations / Supermarkets and other shops / Office buildings / Production facilities / Schools and universities / hospitals / Sports centers / Train stations / Airports / Buses / Trains / Trams

Users / students / patients

Digital technologies are narrowing the distance between manufacturer and consumer, allowing manufacturers to bypass traditional intermediaries. http://dupress.com/articles/future-of-manufacturing-industry/

Instead of building large stocks of furniture, as its competitors do, MyFab provides a catalog of potential designs.

Customers vote on them, and the most popular ones are put into production and shipped to buyers directly from the manufacturing sites - with no retail outlets, inventories, complicated distribution, or logistics networks. http://hbr.org/2011/05/how-to-build-risk-into-your-business-model

To reduce the time it takes to distribute products to customers, Zara, Dell, and Timbuk2 work with production facilities that are close to end customers. http://hbr.org/2011/05/how-to-build-risk-into-your-business-model

Number of suppliers

Easily substitutable ideas / inputs / materials / products.

Strategic ideas / inputs / materials / products

Non-critical ideas / inputs / materials / products

Bottle-neck ideas / knowledge / materials / products

http://www.newpointconsulting.com/pdf/BeyondKraljic_DILF.pdf

Value that purchase has for the buyer

Buyer power resources

Buyer dominance

Alliance situation.

Collaboration possibility.

Market situation.

Independent power position.

Dependency of supplier.

http://www.newpointconsulting.com/pdf/BeyondKraljic_DILF.pdf

Supplier power resources

Further inspiration

http://www.slideshare.net/frankcalberg/11-advantages-of-using-a-blog-for-teaching http://www.slideshare.net/frankcalberg/channels-to-deliver-health-services

Question # 6 In which markets do you work?

In which markets do you not work?

Examples of questions Question Where are users?

Examples In which countries?

In which cities?

In which parts of a city?

When do users need services?

In the evening?

On weekends?

http://www.strategy-business.com/article/cs00002?pg=all

80% of growth is explained by decisions about where to work.

http://www.mckinsey.com/insights/strategy/the_art_of_strategy

Management’s overriding goal is to position a company and its products where the market opportunity is highest. http://ww2.cfo.com/strategy/2004/02/best-practice-doesnt-equal-best-strategy/

Make choices about where you will play, and where you won’t.

https://hbr.org/2013/01/the-two-choices-to-make-in-str.html

When you go to a foreign market, remember that you are not trying to serve the whole market.

You are looking for people who value what you do.

Joan Magretta: Understanding Michael Porter: The essential guide to competition and strategy�, location 2550.

Question # 7 Which types of capital / assets / resources / competencies do you have / need?

Which do you not need?

Further inspiration https://www.teacherspayteachers.com/Product/What-types-of-capital-are-you-developing-2244992

Question # 8 How are you rewarded / paid / compensated / praised / financed / funded?

How are you not rewarded?

Further inspiration https://www.teacherspayteachers.com/Product/How-can-people-pay-2384341 https://www.teacherspayteachers.com/Product/How-should-people-be-paid-1374105

Question # 9 What external changes are happening that you need to adapt to?

2 questions for you 1. What changes are lasting?

2. What changes are not lasting?

http://edgeperspectives.typepad.com/edge_perspectives/2014/12/the-big-shift-in-strategy-part-1.html

Further inspiration http://www.slideshare.net/frankcalberg/pestel

Question # 10 How will you learn and adapt to changes?

In a world of accelerating change, one of our greatest imperatives is to unlearn - to challenge and ultimately abandon some of our most basic beliefs about how the world works and what is required for success. http://edgeperspectives.typepad.com/edge_perspectives/2015/01/the-big-shift-in-strategy-part-2.html

In a time of accelerating change, learning is essential to success.

Whatever we know today is depreciating in value at an increasing rate. http://edgeperspectives.typepad.com/edge_perspectives/2015/01/the-big-shift-in-strategy-part-2.html

Kaiser Permanente is testing new ways of curing people at a fake hospital.

http://www.fastcompany.com/3043056/at-this-fake-hospital-linen-schlepping-droids-robo-patients-and-the-future-of-medicine

Further inspiration https://www.teacherspayteachers.com/Product/Learning-strategies-1487708

https://twitter.com/frankcalberg