Corporate Strategy Primer (PowerPoint PPT Slide Deck)
PowerPoint (PPT) 69 Slides
$68.99
Explore corporate strategy with insights from a leading consulting firm. This comprehensive primer covers key schools of thought and strategic frameworks for executives.
This product (Corporate Strategy Primer) is a 69-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
This presentation provides a review of external thinking of corporate strategy by a leading strategy consulting firm.
The contents include:
1. What is corporate strategy?
• Definition
• History and development
2. Schools of thought
• Resources and capabilities
• Portfolio management
• Value-oriented management
• Aspiration-based management
3. Bibliography
It discusses the origin, characteristics, pros and cons, and key considerations in application of major schools of thoughts in corporate strategy.
A must-read for business leaders and strategy consultants!
The Corporate Strategy Primer goes beyond just definitions and historical context. It delves into the intricacies of various schools of thought, providing a comprehensive analysis of resources and capabilities, portfolio management, value-oriented management, and aspiration-based management. Each section is meticulously detailed, offering insights into the focus areas, key concepts, and strategic advantages of each approach.
The document also covers core competencies and competitiveness, highlighting the importance of collective learning, cross-functional organization, and strategic resource allocation. It emphasizes the long-term benefits of developing core competencies and how they can be leveraged to achieve a competitive edge. This section is crucial for understanding how to sustain and enhance a company's market position.
Two concepts of the corporation, SBU and core competence, are compared in detail. The analysis includes the basis for competition, corporate structure, resource allocation, and the value added by top management. This comparison provides a clear understanding of the strengths and weaknesses of each concept, helping executives make informed decisions about their corporate strategy.
The primer also introduces the four basic principles of capabilities-based competition and the new capabilities-based growth logic. These sections offer practical frameworks for transforming business processes into strategic capabilities that drive growth and competitive advantage. The emphasis on strategic investments in support infrastructure and the transferability of strategic advantages across geographies is particularly valuable for global businesses.
Got a question about the product? Email us at support@flevy.com or ask the author directly by using the "Ask the Author a Question" form. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Best Practices in Strategy Development, Growth Strategy, Corporate Strategy PowerPoint Slides: Corporate Strategy Primer PowerPoint (PPT) Presentation Slide Deck, Documents & Files
This PPT slide outlines the various forms of diversification that organizations can pursue, categorized into 3 distinct types: horizontal unrelated, related, and vertical integrated. Each category is accompanied by insights on corporate value added and administrative structure, providing a comprehensive view of how these forms operate within a corporate framework.
In the horizontal unrelated category, the focus is on governance economies. Here, divisions operate independently, leading to a competitive environment where they vie for capital and managerial promotions. This structure can foster innovation, but may also result in inefficiencies due to lack of synergy.
The related diversification form emphasizes scope economies. Divisions in this model are interdependent, promoting cooperation among them. However, this interdependence can lead to dysfunctional competition if not managed properly. The potential for shared resources and capabilities can enhance overall performance,, but it requires careful oversight to ensure that competition remains healthy.
Vertical integration is characterized by coordination economies. In this model, divisions are inter-supportive, which can streamline operations and enhance efficiency. However, this structure can also create constraints if divisions become too reliant on one another, leading to dysfunctional competition. The balance between support and competition is crucial for maintaining an effective operational flow.
Overall, this slide serves as a strategic overview for executives considering how to structure their organizations for optimal performance across different diversification strategies. Understanding these dynamics can help in making informed decisions about resource allocation and organizational design.
This PPT slide presents a structured overview of portfolio management through 3 distinct perspectives, aimed at enhancing shareholder value. At the top, the concept of shareholder value is emphasized, linking it to aspirations and targets that guide organizational strategy. Below this, the slide outlines the critical role of portfolio management, which serves as the foundation for achieving these overarching goals.
The 3 perspectives are detailed in separate boxes, each accompanied by key insights. The first perspective, "Corporate theme analysis," identifies 7 themes through which corporate centers can create value. It suggests that successful corporate centers distinguish themselves by focusing on one or 2 of these themes. This indicates a strategic approach to resource allocation and prioritization.
The second perspective, "Restructuring hexagon," advocates for periodic assessments using a hexagonal framework to identify performance improvement opportunities. This method quantifies and prioritizes potential enhancements, ensuring that organizations remain agile and responsive to changing market conditions.
The final perspective, "Three growth horizons analysis," stresses the importance of maintaining a balanced portfolio that encompasses businesses at various stages of development. It highlights the need for companies to engage in core businesses, explore new ventures, and consider future business options. This perspective also underscores the significance of value creation through profitable growth, contrasting it with restructuring efforts.
Overall, the slide encapsulates a comprehensive approach to portfolio management, emphasizing the alignment of strategic themes with organizational performance and growth opportunities. This framework is crucial for executives looking to optimize their portfolio strategies and drive sustainable value creation.
This PPT slide presents a structured framework known as the Strategy-Making Pyramid, which delineates the hierarchical relationship between corporate strategy, business unit strategies, and tactical execution. At the apex is corporate strategy, which addresses critical questions regarding the scope of the corporation’s business portfolio. It prompts leaders to consider which industries to engage in and how the corporate headquarters can enhance value across its various business units.
Beneath corporate strategy lies business unit strategies. This level focuses on the specific approaches each business unit should adopt to carve out a distinct position in their respective markets. The emphasis here is on creating a unique edge that allows each unit to thrive independently while still aligning with the overarching corporate goals.
The base of the pyramid is occupied by tactics, which are the actionable steps necessary for managing frontline organizational units. This includes practical considerations like the management of plants and sales districts, ensuring that the strategies developed at higher levels are effectively translated into day-to-day operations.
The two-way influence indicated in the diagram suggests that while corporate strategy informs business unit strategies, insights and performance from the business units can also feedback into refining the corporate strategy. This interconnectedness is crucial for ensuring that the overall strategic direction remains relevant and responsive to market dynamics.
This framework serves as a valuable guide for executives seeking to align their strategic initiatives across different levels of the organization, ensuring coherence and effectiveness in execution.
This PPT slide titled "BECOMING A CAPABILITIES-BASED COMPETITOR" outlines a strategic approach for organizations aiming to enhance their competitive positioning through a capabilities-focused framework. It emphasizes the necessity for top management, particularly the CEO, to spearhead this transformation. This leadership is crucial as the shift involves significant changes across various functions and strategic business units (SBUs).
The slide is divided into 3 main sections. The first section, "Shift strategic framework," advocates for abandoning traditional methods that prioritize strategic positioning in core markets or products. Instead, it suggests that businesses should redefine themselves in terms of their strategic capabilities. Identifying capabilities that directly link to customer satisfaction is highlighted as essential for aligning organizational efforts with market needs.
The second section, "Organize around strategic capabilities," focuses on the implementation of this new framework. It recommends building and strengthening selected strategic capabilities by adapting organizational structures, clarifying roles and responsibilities, and providing necessary training and support systems for employees. This organizational realignment is vital for ensuring that all levels of the company are equipped to operate within the new capabilities-based model.
The final section, "Adapt measurement and reward system," underscores the importance of developing a measurement system that aligns with the identified strategic capabilities. This includes compensating employees based on new performance metrics, which reinforces the commitment to the capabilities-based approach. Overall, the slide serves as a comprehensive guide for executives looking to pivot their organizations toward a more capabilities-driven strategy.
This PPT slide presents a structured overview of the resource-based view of corporate strategy. It begins with a definition emphasizing how a company generates value by coordinating its various business activities. This sets the stage for understanding the interconnectedness of a firm’s operations.
The section on diversification highlights that new business ventures should be pursued based on resource similarities that can drive success across different markets. This approach suggests that leveraging existing strengths is more beneficial than merely expanding into new areas without a strategic basis.
Corporate value added is another critical aspect. It underscores the necessity for a firm's resources to enhance the competitiveness of all its businesses. The slide introduces the concept of a "corporate acid test," which serves as a litmus test for assessing whether the collective value of a company's businesses justifies their existence under the same corporate umbrella.
The process of developing corporate strategy is outlined as beginning with a clear vision. This vision should articulate how a company’s resources can set it apart from competitors. Following this, there’s a need for deliberate investment in these resources over time to ensure the strategy is actionable and sustainable.
Finally, the slide mentions the importance of tailoring the organization to align with the strategic vision. Benchmarking against successful companies is also suggested as a method to refine and enhance strategic initiatives. This comprehensive view provides valuable insights for executives considering how to align their corporate strategies with resource capabilities.
The Parenting-Fit Matrix is a strategic tool designed to evaluate the alignment between critical success factors and parenting characteristics within an organization. The matrix is divided into 4 quadrants, each representing different scenarios that organizations may encounter based on their fit between parenting opportunities and the inherent characteristics of their operations.
In the upper left quadrant, labeled "Ballast," organizations face a low fit with high misalignment. This indicates that the parenting characteristics do not support the critical success factors, potentially leading to inefficiencies. The "Alien Territory" quadrant, located below Ballast, signifies a high misfit and low fit, suggesting a complete disconnect between the organization's strategic direction and its operational capabilities.
The right side of the matrix features the "Heartland" quadrant, where there is a high fit and low misalignment. This area represents optimal alignment, where parenting characteristics effectively support critical success factors, fostering growth and success. Adjacent to this is the "Edge of Heartland," which indicates a transitional state where organizations may be close to optimal alignment, but still have some areas needing improvement.
Finally, the "Value Trap" quadrant warns organizations of situations where they may appear to have a good fit, but are actually misaligned, leading to stagnation or decline. This matrix serves as a diagnostic tool, enabling executives to identify areas of strength and weakness in their organizational structure, ultimately guiding strategic decision-making. Understanding where the organization falls within this matrix can inform future investments and operational adjustments.
This PPT slide presents a structured framework known as the "Three Growth Horizons Analysis," which is essential for organizations aiming to navigate their growth strategies effectively. It categorizes growth initiatives into 3 distinct horizons, each with its own focus and management imperatives.
Horizon 1 emphasizes "Creating strategic degrees of freedom." Here, the focus is on core businesses. The management imperative is to unlock incremental growth while preparing to manage value as the business begins to decline. This suggests a need for organizations to optimize existing operations and ensure that they are positioned to sustain profitability even as market conditions shift.
Horizon 2 shifts attention to "Destiny shaping decisions." This horizon involves new businesses and extensions of existing ones that are crucial for fueling future growth. The management imperative in this phase is to exercise options, assemble necessary capabilities, and drive business-building efforts. This indicates a proactive approach to innovation and expansion, ensuring that the organization is not only responding to current market demands, but also anticipating future opportunities.
Horizon 3 focuses on "Creating options for future businesses." This horizon is about exploring possibilities for building future businesses. The management imperative here is to source options for growth and test the viability of new business concepts. This reflects a forward-thinking mindset, where organizations are encouraged to experiment and validate new ideas before fully committing resources.
Overall, this framework serves as a guide for executives to balance immediate operational needs with long-term strategic planning, ensuring sustainable growth across different timeframes.
This PPT slide outlines the evolution of corporate strategy from the 1950s to the 1990s, presenting a structured overview of key issues, theories, impacts, and bases of corporate value across different decades.
In the 1950s, the primary concern was the overload at the corporate center, which led to a focus on decentralization as the principal theory. This period emphasized divisionalization as a significant impact on corporate strategy development, relying on general management skills as the basis for corporate value.
The 1960s shifted attention to growth, introducing synergy as a key theory. This era saw diversification become a notable impact on strategy development, with the basis of corporate value evolving to include strategy concepts and portfolio management.
By the 1970s, resource allocation emerged as a critical issue, leading to portfolio planning as a principal theory. The impact on corporate strategy was characterized by balanced portfolios, while the basis of corporate value included more refined strategy concepts.
The 1980s highlighted value gaps and poor performance in diversification, prompting a focus on value-based planning. This decade also introduced restructuring and refocusing as impacts on corporate strategy, with a growing emphasis on value-based planning concepts.
Finally, the 1990s centered on defining the core business, with dominant logic and management styles becoming essential theories. The focus shifted towards shared resources and parenting advantage, while manageable portfolios and maximizing value creation were recognized as impacts on corporate strategy. The basis of corporate value further refined to core competencies.
This slide serves as a historical reference, illustrating how corporate strategy has adapted to address evolving challenges and priorities over the decades.
This PPT slide presents a Portfolio Planning framework known as the Life Cycle – Competitive Strength Matrix. This tool is designed to assist executives in making strategic decisions regarding resource allocation across various business units or product lines. The matrix is divided into 4 quadrants based on 2 axes: competitive strength (ranging from low to high) and product life cycle stages (Introduction, Growth, Maturing, and Decline).
In the upper left quadrant, labeled "Push," the recommendation is to invest aggressively in products that are in the growth phase and possess high competitive strength. This suggests a proactive approach to capitalize on market opportunities. The middle quadrant, marked "Caution," advises selective investment for products that are either maturing or have moderate competitive strength. This indicates a need for careful evaluation before committing resources.
The lower left quadrant, titled "Danger," signals a need to harvest resources from products in decline with low competitive strength. This quadrant emphasizes the importance of divesting or reducing investment in underperforming areas. The slide also notes key sources, specifically referencing Arthur D. Little, indicating the framework's academic foundation.
Limitations are highlighted, pointing out that results can be highly sensitive to changes in perception and the weighting of various factors. This suggests that while the matrix can provide valuable insights, its effectiveness relies on accurate data and thoughtful interpretation. Executives should be aware of these limitations when applying the model to their strategic planning processes.
This PPT slide outlines traditional characteristics of corporate strategy, structured into 5 key areas: Multi-business, Value-creation, Resources and competences, Sense, and Senior. Each area highlights critical aspects that executives must consider when formulating a corporate strategy.
In the Multi-business section, it emphasizes the necessity of diversification within a corporation. Decisions regarding the scope and structure of the corporate portfolio are crucial, indicating that acquisitions and divestments play a significant role in maintaining a balanced and effective strategy.
The Value-creation section stresses that the corporate entity must generate more value collectively than the sum of its individual parts. This suggests that corporate strategy should clearly define the roles and responsibilities of the corporate center to optimize value creation across the organization.
Resources and competences focus on the importance of strategic management of resources. It points out that the creation, allocation, and development of these resources are fundamental tasks for corporate strategy, highlighting the need for a systematic approach to resource management.
The Sense category indicates that corporate strategy should provide a clear mission for the organization. It notes that while raising shareholder value is a necessary constraint, it should not be the sole focus of the mission, implying a broader purpose is essential.
Lastly, the Senior section discusses the importance of developing and defining corporate strategy as a core responsibility of senior leadership. This reinforces the idea that strategic oversight is vital for guiding the organization effectively.
Overall, this slide serves as a foundational overview for executives looking to understand the essential elements of corporate strategy. It provides a framework that can guide decision-making and strategic planning.
This PPT slide outlines 4 fundamental principles of capabilities-based competition, emphasizing the importance of business processes and strategic capabilities in corporate strategy. The first principle asserts that business processes serve as the core components of corporate strategy, rather than merely focusing on products or markets. This perspective shifts the emphasis to how a company operates internally.
The second principle highlights the necessity of transforming key processes into strategic capabilities that deliver superior value to customers. This transformation is crucial for achieving competitive success, indicating that organizations must prioritize enhancing their operational efficiencies and customer engagement.
The third principle suggests that companies can develop these strategic capabilities through targeted investments in their support infrastructure. This implies that resources should be allocated strategically to bolster the underlying systems that enable effective business processes.
The final principle identifies the CEO as the champion of a capabilities-based strategy. This role is vital because the CEO must ensure that capabilities are integrated across various functions and strategic business units (SBUs). The CEO's leadership is essential for fostering a cohesive approach to capability development, which can drive overall organizational performance.
Overall, the slide presents a structured framework for understanding how companies can leverage their internal processes and capabilities to create value. It serves as a guide for executives looking to refine their strategic focus and enhance their operational effectiveness.
This PPT slide presents a framework for growth based on strategic capabilities. It emphasizes the relationship between existing business processes and the potential for new growth. The vertical axis represents strategic capabilities, while the horizontal axis illustrates the geographic area and business diversification.
At the center, the current state of businesses is depicted, indicating that without new strategic processes or capabilities, there will be no growth or diversification. The slide suggests that the most significant opportunities for growth arise from entering new businesses. This can be achieved through "cloning" or duplicating successful business processes, which allows for the replication of effective strategies across different markets or sectors.
The text highlights the importance of creating flexible and robust processes. Such processes can adapt to serve various business models, thereby enhancing the potential for growth. The slide also underscores that the initial choices made regarding capabilities significantly influence the trajectory and capacity for future expansion. This notion positions the selection of capabilities as a critical aspect of strategic planning.
The visual representation indicates that strategic advantages derived from capabilities are more easily transferable, suggesting that organizations should focus on developing core competencies that can be leveraged across different areas. This approach not only fosters growth, but also ensures that businesses remain agile in a changing environment. Overall, the slide serves as a guide for executives looking to align their strategic initiatives with capabilities that drive sustainable growth.
This PPT slide presents a structured approach to understanding core competencies and their relationship to business units and end products. It outlines 3 distinct levels of competition, each with specific goals that guide strategic focus.
At the first level, the emphasis is on end products. The goal here is to establish a leadership position in global brand share, which is critical for gaining market traction. This level serves as the foundation for the subsequent levels, highlighting the importance of visibility and recognition in product markets.
The second level shifts focus to core products. The objective is to maximize manufacturing share in these core offerings, catering to both internal and external customers. This approach aims to leverage economies of scale and scope, suggesting that efficiency in production can lead to enhanced market presence and profitability.
The third level addresses core competencies. The goal is to achieve world leadership in the design and development of specific product functionalities. This level underscores the necessity of innovation and expertise, indicating that true differentiation comes from deep capabilities that can be translated into superior products.
The slide also emphasizes that core products are tangible manifestations of core competencies. This connection is crucial for understanding how competencies translate into value for end products. The visual structure of the slide reinforces the hierarchical relationship between these elements, making it clear that effective strategy must consider all 3 levels to drive success.
Overall, this framework provides a comprehensive view of how competencies can be strategically aligned with business goals to enhance market positioning and operational effectiveness.
This PPT slide presents a framework known as "The Triangle of Corporate Strategy," which emphasizes the interconnectedness of 3 core elements: Resources, Businesses, and Organization, all anchored by a central Vision. This model suggests that effective corporate strategies are derived from the strength of each element and their integration.
The left side of the slide highlights the importance of high-quality resources, strong market positions, and efficient administrative structures. These factors are crucial for businesses operating in attractive industries. The emphasis on resources indicates that the quality and availability of assets can significantly influence strategic outcomes.
On the right side, the slide discusses the necessity of a tight fit and integration among the elements. It notes that resources critical to business success can lead to significant outcomes. An organization that effectively leverages its resources can create synergies that enhance overall performance. The mention of coordination suggests that seamless interaction among the elements is vital for achieving strategic goals.
The visual representation of the triangle reinforces the idea that no single element can operate in isolation. Each component must align with the others to ensure that the organization can adapt to market demands and capitalize on opportunities. This framework serves as a guide for executives looking to refine their corporate strategies, ensuring that all parts of the organization work harmoniously towards a common vision.
This PPT slide presents a structured overview of various schools of thought and research approaches in corporate strategy. It categorizes these into 4 distinct frameworks: Resources and Capabilities, Portfolio Management, Value-Oriented Management, and Aspiration-Based Management. Each section highlights key focuses and research methodologies relevant to its theme.
The "Resources and Capabilities" section emphasizes the importance of leveraging internal resources rather than relying solely on strategic business units (SBUs). It suggests that identifying and exploiting these resources is crucial for achieving success. Core competencies and a resource-based view are identified as foundational research approaches in this area.
"Portfolio Management" shifts the focus to the management of a corporate portfolio. It discusses the selection process for businesses to invest in or divest from, underscoring the need for strategic planning and diversification. This approach is critical for aligning investments with overall corporate strategy.
The "Value-Oriented Management" section combines strategic thinking with financial theory, aiming to enhance shareholder value. It introduces concepts like value-based management and parenting advantage, which are essential for organizations looking to maximize their financial performance.
Lastly, "Aspiration-Based Management" centers on the company's purpose as a guiding principle for corporate strategy. It emphasizes the importance of aligning vision, mission, and objectives with strategic initiatives. This approach encourages organizations to define their aspirations clearly, serving as a benchmark for strategic decisions.
Overall, this slide provides a comprehensive framework for understanding different strategic approaches, offering valuable insights for executives looking to refine their corporate strategies. It serves as a foundational guide for organizations aiming to navigate complex strategic environments effectively.
Explore corporate strategy with insights from a leading consulting firm. This comprehensive primer covers key schools of thought and strategic frameworks for executives.
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.
Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
Read Customer Testimonials
"[Flevy] produces some great work that has been/continues to be of immense help not only to myself, but as I seek to provide professional services to my clients, it gives me a large "tool box" of resources that are critical to provide them with the quality of service and outcomes they are expecting."
– Royston Knowles, Executive with 50+ Years of Board Level Experience
"I am extremely grateful for the proactiveness and eagerness to help and I would gladly recommend the Flevy team if you are looking for data and toolkits to help you work through business solutions."
– Trevor Booth, Partner, Fast Forward Consulting
"As a young consulting firm, requests for input from clients vary and it's sometimes impossible to provide expert solutions across a broad spectrum of requirements. That was before I discovered Flevy.com.
Through subscription to this invaluable site of a plethora of topics that are key and crucial to consulting, I
have been able to exceed expectations and deliver quality advice and solutions to my clients. The quality and expertise of the authors are exemplary and gives me great confidence to use as part of my service offerings.
I highly recommend this company for any consultant wanting to apply international best practice standards in their service offerings.
"
– Nishi Singh, Strategist and MD at NSP Consultants
"Flevy is now a part of my business routine. I visit Flevy at least 3 times each month.
Flevy has become my preferred learning source, because what it provides is practical, current, and useful in this era where the business world is being rewritten.
many challenges and there is the need to make the right decisions in a short time, with so much scattered information, we are fortunate to have Flevy. Flevy investigates, selects, and puts at our disposal the best of the best to help us be successful in our work.
"
– Omar Hernán Montes Parra, CEO at Quantum SFE
"As a small business owner, the resource material available from FlevyPro has proven to be invaluable. The ability to search for material on demand based our project events and client requirements was great for me and proved very beneficial to my clients. Importantly, being able to easily edit and tailor
the material for specific purposes helped us to make presentations, knowledge sharing, and toolkit development, which formed part of the overall program collateral. While FlevyPro contains resource material that any consultancy, project or delivery firm must have, it is an essential part of a small firm or independent consultant's toolbox.
"
– Michael Duff, Managing Director at Change Strategy (UK)
"I have used FlevyPro for several business applications. It is a great complement to working with expensive consultants. The quality and effectiveness of the tools are of the highest standards."
– Moritz Bernhoerster, Global Sourcing Director at Fortune 500
"I have used Flevy services for a number of years and have never, ever been disappointed. As a matter of fact, David and his team continue, time after time, to impress me with their willingness to assist and in the real sense of the word. I have concluded in fact
that it is not at all just a repository of documents/resources but, in the way that David and his team manage the firm, it is like dealing with consultants always ready to assist, advise and direct you to what you really need, and they always get it right.
I am an international hospitality accomplished senior executive who has worked and lived during the past 35 years in 23 countries in 5 continents and I can humbly say that I know what customer service is, trust me.
Aside from the great and professional service that Flevy's team provide, their wide variety of material is of utmost great quality, professionally put together and most current.
Well done Flevy, keep up the great work and I look forward to continue working with you in the future and to recommend you to a variety of colleagues around the world.
"
– Roberto Pelliccia, Senior Executive in International Hospitality
"FlevyPro provides business frameworks from many of the global giants in management consulting that allow you to provide best in class solutions for your clients."
– David Harris, Managing Director at Futures Strategy
Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S, Balanced Scorecard, Disruptive Innovation, BCG Curve, and many more.
Click main image to view in full screen.
