Group project of management

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strategy_concepts__orchestration.ppt

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Alejandro Ruelas-Gossi, PhD

Strategy Concepts

Determinism

Strategic Choice

Where do u go?

How do you get there?

Where r u?

Brandenburger & Nalebuff, 1995.

THE ECONOMICS OF NUMERATOR

The activities of the firm that focus in the value creation (the ones that either move to or create new markets, develop and deliver new products, augment new volumes, reach new geographies, and bet on new capabilities);

THE ECONOMICS OF DENOMINATOR

-rather than focusing on "denominator" activities (the ones that emphasize in laying-off people, reduce portfolio of products, cost reduction, downsizing, and the like).

chaos

chaos-attractors/fractals

Knowledge is a fluid mix of framed experience, values, contextual information, and expert insights that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organizations, it often becomes embedded in not only documents and repositories, but also in organizational routines, processes, practices and norms.

KNOWLEDGE DISEQUILIBRIUM

Davenport & Prusak, 1998

Dr. Alejandro Ruelas-Gossi.

Tacit Knowledge Is personal, context specific and hard to formalize, which makes it difficult to communicate or share with others. It is unwritten knowledge held in head of individuals or teams. Subjective insights, intuitions and hunches all fall in this type of knowledge. It is deeply rooted in an individual’s action and experience, as well as in the ideals, values and emotions she or he embraces. Put simply, tacit knowledge is unarticulated knowledge.

KNOWLEDGE DISEQUILIBRIUM

Nonaka & Takeuchi, Onge, Earl, 1998

Dr. Alejandro Ruelas-Gossi.

Explicit Knowledge Is the knowledge we tend to think of more obviously, that which can be expressed in words and numbers. It can be easily communicated and shared in hard form, as scientific formulae, codified procedures or universal principles. It is the knowledge we generally acquire through formal learning and the knowledge which computer systems can often store, provide or even deduce. Also put simply, explicit knowledge is articulated knowledge.

KNOWLEDGE DISEQUILIBRIUM

Onge, Earl, 1998

Dr. Alejandro Ruelas-Gossi.

KNOWLEDGE DISEQUILIBRIUM

TACIT

EXPLICIT

TACIT

EXPLICIT

SOCIALIZATION

EXTERNALIZATION

INTERNALIZATION

COMBINATION

KNOWLEDGE CREATION Nonaka & takeuchi, 1995

Dr. Alejandro Ruelas-Gossi.

KNOWLEDGE DISEQUILIBRIUM

KNOWLEDGE DYNAMIC MATRIX. Ruelas-Gossi, 1998

K / K

K / NK

NK / K

NK / NK

Intellectual

Capital

Knowledge

Integration

Inbounding

Knowledge

Acquisition

Inbounding

Knowledge

Acquisition

Knowledge

Integration

Intellectual

Capital

Knowledge

Integration

Dr. Alejandro Ruelas-Gossi.

The Knowledge-Management-Sequence Model

CORPORATE STRATEGY

FUNCTIONAL STRATEGY

BUSINESS STRATEGY

Dr. Alejandro Ruelas-Gossi.

products

markets

POSITIONING

geographies

volumes

value proposition

The Knowledge-Management-Sequence Model

articulated-value

players

zoom-POSITIONING

rules

tactics

scope

Portfolio Strategizing

MATRIX VOLUME/TECHNOLOGY

Ruelas-Gossi, 2001

POSITIONING

zoom-POSITIONING

Alejandro Ruelas-Gossi, PhD

Strategy Orchestration

EXECUTING

DEPLOYING

CONNECTING

SENSEMAKING

Sources for Discontinuity

Macroeconomics
Microeconomics
Regulations
Technology

CONNECTING

Principles

Asset Light
Sophisticated Nodes
Keep Orchestrating
Transparency

DEPLOYING

Key elements / Characteristics

Platform Business Design-Allocentric
Unique & Enabler Processes
The Paradox of Complexity
Knowledge Legos + Plug & Play

“How orchestration differs from classic strategy”

Ruelas-Gossi, Orchestration, EGOS Colloquium, Gothenburg, July 2011.

Classic Strategy	Orchestration
Vantage point	The Individual Firm	Individual Opportunity/Network
Source of funds(investment)	Firm´s own resources	Mobilizing other´s resources
Methodology	Upstream/Downstream Integration	Identify the needed resources (assemble the network)
Window of opportunity	Value chain – 180º	No-boundaries. Peripherical-360º
Locus of control	Egocentric central control	Allocentric distributed control
Scope of value	Firm (Adam Smith)	Network (Nash)
Skills	Power	Diplomacy

Methodology

Sources for Discontinuity

Macroeconomics
Microeconomics
Regulations
Technology

Principles

Asset Light
Sophisticated Nodes
Keep Orchestrating
Transparency

Key elements / Characteristics

Platform Business Design-Allocentric
Unique & Enabler Processes
The Paradox of Complexity
Knowledge Legos + Plug & Play

Network Design

Put Yourself in Your Customers’ (and Partners’) Shoes

Get Partners to Play Ball

Guide The Network With a Light Touch, Not a Heavy Hand

Feeling

Being

Doing

Knowing