There are limitations to the SBU concept. In other situations, strategy may dictate a concerted thrust by several business units to meet the needs of a shared customer group, such as selling to the automotive industry or building a corporate position in Brazil.
What Is Mendelow’s Matrix And How Is It Useful?
In still other cases, the combined purchasing power of several SBUs or the freedom to transfer technologies from one business to another can be more valuable than the opportunity to make profit-oriented decisions in discrete business units. For example:. The most significant way in which Phase III differs from Phase II is that corporate planners are expected to offer a number of alternatives to top management. This change is quite pervasive; in fact, one simple way of determining whether a company has advanced to Phase III is to ask managers whether their boss would regard presenting strategy alternatives as a sign of indecisiveness.
This knowledge unsettles top management and pushes it to a heavier involvement in the planning process, Phase IV.
Phase IV joins strategic planning and management in a single process. Only a few companies that we studied are clearly managed strategically, and all of them are multinational, diversified manufacturing corporations. However, it is not so much planning technique that sets these organizations apart, but rather the thoroughness with which management links strategic planning to operational decision making. This is largely accomplished by three mechanisms:. A planning framework that cuts across organizational boundaries and facilitates strategic decision making about customer groups and resources.
As noted previously, many Phase III companies rely on the SBU concept to provide a planning framework—often with disappointing results. However, there are frequently more levels at which strategically important decisions must be made than the two implicit in SBU theory. Business-unit planning —The bulk of the planning effort in most diversified make-and-sell companies is done at a level where largely self-contained businesses control their own market position and cost structure. These individual business-unit plans become the building blocks of the corporate strategic plan.
Shared resource planning —To achieve economies of scale or to avoid the problem of sub-critical mass e. In some cases, the assignment of resource priorities to different business units or the development of a plan to manage a corporate resource as a whole is strategically important.
In resource-based or process-oriented industries, strategies for shared resource units often determine or constrain business-unit strategy. Shared concern planning —In some large companies, a distinct level of planning responsibility is required to devise strategies that meet the unique needs of certain industry or geographic customer groups or to plan for technologies e. Corporate-level planning —Identifying worldwide technical and market trends not picked up by business-unit planners, setting corporate objectives, and marshaling the financial and human resources to meet those objectives are finally the responsibility of corporate headquarters.
Even when additional planning levels are required, these companies need not insert another level of organizational hierarchy in order to plan shared resources or customer sector problems. Experience suggests, however, that it is important to recognize such issues where they exist and to assign explicit planning responsibility to an appropriate individual or group in the organization.
Otherwise, critical business decisions can slip between the cracks, and the corporation as a whole may find itself unable to capitalize on its strategic opportunities. Because the selection of a framework for planning will tend to influence the range of alternatives proposed, few strategic planning choices are more important. The definition of a strategic planning framework is, therefore, a pivotal responsibility of top management, supported by the corporate planning staff.
While planning as comprehensively and thoroughly as possible, Phase IV companies also try to keep their planning process flexible and creative. A principal weakness of Phase II and III strategic planning processes is their inescapable entanglement in the formal corporate calendar.
Stakeholder engagement | Jisc
Strategic planning easily degenerates into a mind-numbing bureaucratic exercise, punctuated by ritualistic formal planning meetings that neither inform top management nor help business managers to get their jobs done. To avoid such problems, one European conglomerate has ordained that each of its SBUs initially study its business thoroughly, lay out a detailed strategy, and then replan as necessary. It has found that well-managed businesses in relatively stable industries can often exist quite comfortably with routine monitoring against strategic goals every quarter and an intensive strategic review every three to five years.
The time saved from detailed annual planning sessions for every business is devoted to businesses in fast-changing environments or those not performing according to the corporate blueprint. Although the leadership styles and organizational climates of companies that can be called strategically managed vary considerably, and in even one company a great deal of diversity can be found, four common themes emerge from interviews with personnel at all levels in strategically managed companies:.
A shared belief that the enterprise can largely create its own future, rather than be buffeted into a predetermined corner by the winds of environmental change. Teamwork on task force projects is the rule rather than the exception in strategically managed companies. Instead of fearing these uniquely dangerous expeditions beyond the security of the organizational thrust, managers learn to live with the ambiguity that teams create in return for the excitement and variety of new challenges. The resulting continual reorganization can appear bizarre from outside the organization.
Entrepreneurial drive among managers and technical personnel at all levels is a valued form of behavior in strategically managed companies. Six levels down from top management, an applications engineer in the specialty metals division was faced with a notice of a substantial cost overrun on an expensive piece of test equipment. As a result, the engineer did overrun the project budget, but the test equipment was available when needed. It is not necessary for top managers to divulge everything, but as a minimum, junior managers should know the strategic purposes their actions serve. In retrospect, one chairman confided that he had overestimated the value of confidentiality.
The alternative is a bland, merely satisfying experience or a cynical and demotivating one. Which experience would you prefer? The first reason employee engagement is important is a business matter. The current labor market is very tight. The labor market for top talent is always so. A leading producer in your company might want to stay with you because of a competitive salary and benefits package.
The second reason why employee engagement is important is personal.
- Influencing: The Skill of Persuasion (White Paper) - Richtopia.
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- Heart of Brass: A Novel of the Clockwork Agents;
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- Strategic Management for Competitive Advantage.
- Download e-book The Influence Matrix: Strategies for Engaging Others to Get Results.
As they progress through their career, leaders have a greater opportunity to make a positive impact on something larger than themselves. They often find their thoughts turning away from the immediate daily operations toward the long term and their legacy. One very achievable way to have a positive impact is to improve the quality of life of hundreds or even thousands of people—and, by extension, their families.
A more engaging work experience can boost fulfillment, peace and positivity for your employees. What better way to have a positive impact on the world? High employee engagement is a business necessity. So how is it achieved? An employee survey is generally the best way to get a lot of data quickly. What survey instrument to use and how to harness the results to inform decisions are crucial choices.
You should be sure to use an instrument that measures the most important aspects of engagement, as well as the most crucial beliefs and feelings that drive engagement. And that instrument should be scientifically validated so that the substantial research literature on employee engagement can be brought to bear on your company. A psychological state is difficult to measure. Not just any survey instrument can do it well. Just as important, the results produced by a scientifically designed and valid survey are actionable. Next, take action. The second most important thing to remember about employee engagement is the how, not the what.
A great employee experience isn't the result of adding fun things to the workplace, like casual Fridays, table tennis or a keg in the breakroom. And because they can be relatively quick and cheap, they can be a good start.
The Influence Matrix: Strategies for Engaging Others to Get Results
But investing in higher engagement will require a deeper investment and a longer term outlook. If management has shown a consistent commitment to thinking about and improving the employee experience, then giving workers the option to wear more comfortable clothes at work can lighten the mood and increase positive feelings. This could even exacerbate any existing negative feelings or reinforce a sentiment that management isn't willing to address the real problems but is only interested in superficial bandages.
follow link This intervention has been part of a larger strategy that has seen engagement scores rise among the call center employees. Perhaps the best guidepost for engagement initiatives in your company is to always focus on the individual employee. Engagement is a psychological state within each person.
How will this new policy affect the way a single person experiences his or her workplace? How will this new management training change the way an individual feels about the actual work he or she spends hours doing?
The Engagement Matrix. The Influence Matrix : Strategies for Engaging Others to Get Results eBay A distinguishing characteristic of Phase III planning in diversified companies is the formal grouping of related businesses into strategic business units SBUs or organizational entities large and homogeneous enough to exercise effective control over most factors affecting their businesses.
Stakeholder matrix - references and further reading.
- Influencing: The Skill of Persuasion (White Paper).
- The Gun Digest Book Of The Glock.
- Cross Functional Collaboration in a Culture of Continuous Improvement.
- Stakeholder Analysis, Project Management, templates and advice.
Strategic Management for Competitive Advantage? A stakeholder analysis technique that can be used for identifying and classifying boundary partners. Mostly used for strategic planning, it can also be used for monitoring changes in stakeholders. It is particularly useful to think beyond the classic 'boundary partners' and consider stakeholders who may be in opposition to the initiative or who may be uninterested or otherwise unable to engage with the initiative.
The tool is best developed in a group; the point is not just to produce a map, but to use the mapping process to focus discussions around who might be interested in the results of your work and the different ways you could engage with them. An AIIM can be constructed both for projects that lead to clear and precise policy recommendations, as well as for those that do not but which offer important insights on a range of different options that need consideration by policymakers. The steps are:. Constructing the map in a group will ensure you consider the full range of people and organisations that need to be included.
Consider whether any stakeholders can be grouped and what their requirements are: it will help target your communications and engagement strategy.