IMPLEMENTERING AV STRATEGI

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1 IMPLEMENTERING AV STRATEGI
IMPLEMENTERING AV STRATEGI Okay, let’s start. First, a warm velcome to all of you. My name is Gisle Henden, and I am working with the Norwegian School of Management. In this brief session the aim is to give you an idea of how you may utilize more of your thinking potensial. Why is intuition important in strategic thinking? Well, ….. As Hamel and Prahalad say,

2 Implementering av Strategi
Implementering av Strategi Strategien vår er ikke vellykket, hvis den ikke blir implementert og retningsgivende for hele virksomheten. Det er mennesker som gjør valg og utfører aktiviteter i en virksomhet. Hvordan de tenker og lærer, avgjør hvor effektiv vår strategi blir.

3 Agenda Vi skal derfor se på to sentrale måter organisasjoner lærer og utvikler seg på; a) Exploration, dvs. gjennom å utforske nye muligheter. b) Exploitation, dvs. gjennom forbedring og utnytting av eksisterende produksjon. Vi skal også se på to måter å tenke på; a) Analytisk b) Intuitiv Behersker vi dette, blir det lettere å implementere strategien vår.

4 Exploration/Utforske & Exploitation/Utnytte
Exploration includes things captured by terms such as search, variation, risk taking, new alternatives, flexibility experimentation, play, discovery, innovation. Exploitation includes such things as refinement and improvement of existing production, efficiency, selection, implementation, execution.

5 Exploration/Utforske & Exploitation/Utnytte
Organisasjoner & individer som hele tiden eksperimenterer med nye ideer, på bekostning av det å vedlikeholde og utvikle eksisterende produksjon, havner fort i en situasjon med mange kostnader og lite inntekter. (dot.com, Norge og mobileventyret som glapp) Hvis de aldri tør å prøve noe nytt, vil mange gode sjanser kunne gå tapt. Dette blir selvfølgelig heller ikke optimalt. (Bergans ryggsekker, Tandberg) Utfordringen er å finne balansen mellom det å forfølge nye muligheter og det å vedlikeholde eksisterende produksjon. Dette vil gi god overlevelsesevne og lønnsomhet. (Oljebransjen, Antares) James March

6 Exploration/Utforske & Exploitation/Utnytte
Exploration = Den som intet våger, intet vinner ....., forandring fryder....., hvis alle tenker likt, er det ingen som tenker……., visjonær Exploitation = Skomaker bli ved din lest, never change a winnning game....., en fugl i hånden er bedre enn ti på taket......, gresset er ikke grønnere på andre siden av elven....., sunn fornuft og bakkekontakt To elefant-historier

7 “Alt som kan finnes opp er oppfunnet.”
Charles Duell, USAs Patent Kommisjonær, 1899 Source: Newsweek

8 “Fly er spennende leker, men de har ingen militær anvendelse.”
- General Ferdinand Foch, 1911 Source: Newsweek

9 “Platespilleren har ingen kommersiell interesse.”
- Thomas Alva Edison, 1880 Source: Schoemaker (1995)

10 “Jeg tror det er et verdensmarked for rundt 5 datamaskiner.”
Thomas Watson, sjef for IBM, 1943 Source: Schoemaker (1995)

11 - Ken Olsen, Digitals grunnlegger, 1977
“Det er ingen grunn til at privatpersoner skal ha datamaskin i eget hjem.” - Ken Olsen, Digitals grunnlegger, 1977 Source: Newsweek

12 Øke innovasjons-takten Eks. 3M, BI? Hva passer best med vår strategi?
Er det noen av gruppene som vil presentere sin bedrift? UTFORSKNINGS- FOKUS “Best practice” kurve UTNYTTELSES- FOKUS Øke effektiviteten Eks. Rimi, Rema

13 Noen viktige momenter:
Organisasjoner er som regel avhengige av både Exploration og Exploitation. Pga. begrensede ressurser, vil det imidlertid være vanskelig å involvere seg i både exploration og exploitation på samme tid og sted. Vaner er ofte vonde å vende, så exploration har dårlige kår. (Bordet fanger) Ofte er det også slik at organisasjoner har lite refleksjon og bevissthet om betydningen av å ha en sunn balanse mellom exploration og exploitation. Tidshorisont, risiko, variasjon i individuelle og organisatoriske preferanser gjør det vanskelig å velge hvor mye ressurser vi bør investere i exploration og exploitation. Dette bør diskuteres i forbindelse med strategi. De fleste nye ideer er dårlige ideer….., ihvertfall for vår bedrift…….. Gode og dårlige ideer er vanskelige å se forskjell på…… For at nye muligheter/ideer skal bli bærekraftige, kreves tålmodighet. Genialitet og galskap er ofte relatert…….. (dot.com) Hvor mye vekt vi skal legge på exploration og exploitation, avhenger av vår forretningside og egenart.

14 Noen flere momenter: Sammenlignet med den gevinst vi får gjennom forbedring av eksisterende produksjon (exploitation), er gevinsten vi får fra det å utforske nye alternativ/teknologi, langt mer usikker (dot.com). Vi vet ikke om den kommer i det hele tatt og vi vet heller ikke hvor stor gevinsten/tapet eventuellt vil bli. Et annet eksempel på dette, er grunnforskning versus anvendt forskning. Næringslivet har ikke tid eller råd til å satse på grunnforskning. Samfunnet som helhet, har ikke råd til å la være. I organisasjoner vil det ofte være hensiktsmessig å sikre at læringsprosesser optimalisers både gjennom utnytting av eksisterende kunnskap og utvikling av ny. Vi skal se på to case som illustrerer noen sentrale utfordringer vi her står overfor:

15 Case A Læring i en organisasjon hvor turnover er lav og hvor det eksterne miljø er nogenlunde stabilt: I denne situasjonen er det kun et spørsmål om tid, før alle individene har tilegnet seg den virkelighetsforståelse organisasjonen er preget av. Hvis individene lærer raskt, rekker ikke organisasjonen å lære noe av individene! Den totale læringseffekt blir derfor liten. Hvis sosialiseringsprosessene går tregt, konformitets-presset er svakt og mange er tunglærte, vil organisasjonen få bedre mulighet til å lære av individene! Den totale læringseffekt blir derfor mye større. I exploitation vil den første situasjonen være å foretrekke, mens den andre situasjonen klart er å foretrekke, i exploration. Konklusjonen er med andre ord, at det alltid vil være fordelaktig for organisasjonen, å ha noen ansatte som bruker lang tid på å innordne seg de normer, regler og kunnskap som gjelder. Rekruttering av folk som har annen faglig og sosial bakgrunn vil alltid være klokt.

16 Case B Læring i en organisasjon hvor turnover er høy og hvor det eksterne miljø er turbulent:
Hvis individene raskt tilpasser seg bedriftens virkelighet, rekker ikke organisasjonen å lære noe av individene. Hvorvidt høy turnover øker den totale læringseffekten eller ikke, avhenger av hvor raskt de nyansatte tilegner seg bedriftens virkelighet. Hvis de lærer sakte, så svekkes exploration. Ingen lærer noe før de slutter. Hvis de lærer veldig fort, svekkes exploration. Kun individene lærer noe, før de slutter. Hvis de lærer relativt fort, eller vi har en passe høy turnover, så får vi en situasjon som slår heldigere ut. Både organisasjonen og individene får en læringsgevinst. Ustabilitet i omgivelsene, forsterker denne konklusjonen. Hvis vi da ikke får inn nye folk, og vår kultur er homogen, vil vår tilpasningsevne svekkes raskt.

17 Retningslinjer som kan gjøre det lettere å utforske nye ideer:
Retningslinjer som kan gjøre det lettere å utforske nye ideer: Treat intuition as real Treat memory as an enemy Treat experience as a theory Treat the self as a hypothesis Treat hypocrisy as a transition James March We started this session by claiming that we need to explore those resoures & activities that are time bound to a lesser extent, focusing on the mind as the pivotal asset. In summarizing we may go along with March and his suggestions in the book, a primer on decision making, namely;

18 Treat Intuition as Real
It is not clear what intuition is. Perhaps it is simply an excuse for doing what decision makers want to do when they cannot explain why they want to do it. Perhaps it is some inexplicable way of consulting memories or ideas that are inaccessible to standard theories of thought. Whatever it is, a belief in intuition strenghens the case for actions, that are otherwise indefensible.

19 Treat Memory as an Enemy
Rules of consistency and coherent selves require memory. For most purposes good memories make good choices. Memories accumulate experience and permit learning. But the ability to forget, or overlook, may also be useful. A decision maker who cannot recall what was done yesterday, or does not know what others are doing today, may act within a system of consistent rationality or rule-following, and nevertheless act foolishly.

20 Treat Experience as a Theory
Learning is based on a series of conclusions about history that people have invented to understand experience. Interpretations of history, and thus experience, can be changed retrospectively. By changing the interpretation of history now, decision makers can revise what they learned earlier and reconstruct self-conceptions.

21 Treat the Self as a Hypothesis
Conventional thinking about decision making allows doubts about everything except the one thing about which there is often the greatest doubt – the self. Suppose decision making is defined as a time for testing alternative preferences and identities. Decision makers can treat decision less as a process of deduction or negotiation and more as a process of gently upsetting preconceptions of what is desirable or appropriate.

22 Treat Hypocrisy as a Transition
Hypocrisy (det å late som man er noe annet enn man er) is an inconsistency between behavior and asserted preferences or identities. It incurs opprobrium (bidrar til dårlig rykte) both because it reflects inconsistency and because it appears to combine the pleasure of vice with the rewards of virtue. The onus (vektleggingen) on hypocrisy, however, inhibits foolishness. A decision maker with good-sounding talk may be a person experimenting with being good in other ways. It may be more sensible to encourage the experimentation than to condemn it.

23 Andre momenter ved implementering av strategi
Andre momenter ved implementering av strategi Viktigheten lav stor Tidshorisont for implementeringen Lang Kort Steg-for-steg iverksettelse Omfattende Fremvoksende Styrt Fig. 9-1

24 Allokering av ressurser
Allokering av ressurser Fordeling av oppgaver til de ulike delene av organisasjonen, evt. reorganisering Delegering av ansvar, og etablering av koordineringsmekanismer Fastlegging av retningslinjer Klarlegging mål på de ulike nivåene Kontroll Fig. 9-2

25 Implementering av ny strategi bør også få konsekvenser for arbeidsprosessene
Etter hvert som en organisasjon endres vil måten man arbeider på bli gammeldags: Det tas ikke hensyn til ny teknologi, Eller til nye kundekrav, Endringer i rammebetingelser, Og mer dynamisk konkurransearena. Følgelig må arbeidsprosessene ofte endres ved en strategi-implementering.

26 Strategi-implementeringen må også ta hensyn til organisasjons-strukturen: Enkel struktur Funksjonell struktur Divisjonsstruktur Holdingselskap/finansieringsselskap Matriseorganisasjon Nettverks- og virtuelle organisasjoner Multinasjonale organisasjoner

27 Oppsummering: Så langt har vi har sett på to sentrale måter organisasjoner lærer og utvikler seg på; Exploration & Exploitation. Vi har konkludert med at god implementering av strategi, krever en balanse mellom de. Vi skal nå se på to måter å tenke på; Analytisk & Intuitiv Vi vil konkludere med at god implementering av strategi, krever bruk av begge.

28 Analyse & Intuitiv Syntese
Hvorfor er intuisjon viktig i strategi? Hva er intuisjon? Hvordan kan vi utvikle vår intuisjon?

29 Why is Intuition Important in Strategy?
In many cases, the heavy reliance upon extensive analysis, as the only way of thinking about strategy, leads us directly into the exploitation trap. Intuition, not only promotes new ideas and exploration, but also gives us the ability to think holistically. This is indeed crucial, in strategy. The development and use of intuiton thus help us in two ways; It facilitates exploration of the mind, and a balance between exploitation and exploration.

30 How then, should we proceed?
Today, many companies have done much of the hard work of catching up on quality, cost, speed and flexibility. That is, there is little to gain from further improvements in these areas. How then, should we proceed? Hamel & Prahalad Konsulentselskapene bør ta denne utfordringen. Hvis alle løper om kapp, og konkurrerer på de samme parametrene så blir det veldig vanskelig å vinne. Dvs marginene presses, og vi sliter oss ut. Utfordringen er selvsagt å forstå samt utvikle vår egenart, slik at vi slipper å gå i flokk. Ref Porter som var på BI i fjor, hvor han understreket dette.

31 Refinements & improvements of conventional knowledge and established methods, provide short-run gains that are compelling. As we develop greater and greater competence in using these established technologies & strategies, we become less and less willing or able to change to newer ones that offer longer-run superiority. How then, should we proceed? James March Vi må finne en balanse mellom exploration og exploitation. Oljeutvinning er et eksempel på en slik balanse. Kanskje er det imidlertid slik at de burde bruke enda mer ressurser på exploration, rettet mer mot nye energikilder enn mot å utforske alle lymfekjertlene i jorden Glenn ønsker vel å få til noe av dette her i dag? Ordinary experience teaches that social institutions often suffer from a failure to exploit what is known. Enthusiasm for creativity, new ideas, and change lead decision makers to be lax in assuring that the plumbing works, that telephones are answered, that the logisitics are well managed. Glorification of exploration obscures the fact that most new ideas are bad ones, most changes are detrimental, and most original inventions are not worth the effort devoted to producing them. Decision systems that engage in exploration to the exclusion of exploitation are likely to find that they suffer the costs of experimentation without gaining many of its benefits. They exhibit too many undeveloped new ideas and too little distinctive competence. Conversely, systems that engage in exploitation to the exclusion of exploration are likely to find themselves failing to discover and develop new capabilities and new opportunities. In a changing world they are likely to become obsolecent. Understanding the choices and improving the balance is complicated by the fact that returns from the two options vary not only with respect to their present expected values but also with respect to their variability, their timing, and their distribution within and beyond the organization. Processes for allocating resources between them therefore embody intertemporal, interinstitutional, and interpersonal comparisons, as well as risk preferences. 3M!!

32 The mind is the single most important asset in this respect.
We need to explore and cultivate the potential of those activities, that are unique to us, and time-bound to a lesser extent. The mind is the single most important asset in this respect. The mind is both operating beyond time and space barriers and is pivotal in strategy. Before we look into the potential of our minds, and more specifically the potential of our intuitive faculty, we can listen to what certain authorities say about the strategic mind;

33 Strategic Planning is Analytic Strategic Thinking is Intuitive
Mintzberg claims that Strategic planning is an analytical process whose aim is programming already identified strategies. The result is a plan. Strategic thinking on the other hand, is a process of synthesis, based on intuition and creativity, whose outcome is an integrated perspective of the enterprise. The implicit rationale is illustrated by using the analogy of a puzzle. Without seeing the picture, or in our terminology, the unique strategy, it is fairly difficult to analyze what it may look like. The nature of analysis then, is such, that in order to solve the problem, more pieces of information are gathered. Though, needless to say, more pieces in the puzzle will not make the picture clearer. On the contrary, it will be more fragmented. What is needed, is synthesis. To highlight this point, you may tear a sheet of paper in 8 different sized pieces. Put them together. Then make 16 pieces and try again. This illustrates the simple but important fact, that more pieces of information make it progrssively more difficult to synthesize them into an overall coherent, meaningful picture, or pattern. The argument in this presentation, is thus that familiarizing with this way of knowing improve and enhance strategic thinking. Strategic Planning is Analytic Strategic Thinking is Intuitive Henry Mintzberg

34 Analysis & Intuition Analysis, is a critical examination, that seeks to learn what the whole is built of, that is, we break the whole system down to numerous parts. We then look for correlations between two or more pieces, in order to find the “cause” of the variance and difference. Intuitive synthesis, is the ability to combine, integrate and merge all these separate parts, back into a whole system. With no fragmentation, cause and effect is the same thing. You are a whole system and are both the cause & effect!

35 What do leading scientists say?
What do leading scientists say? “Fragmentation is now very widespread, not only throughout society, but also in each individual. This is leading to a general confusion of the mind, which creates an endless series of problems, and interferes with our clarity of perception, so seriously as to prevent us from being able to solve most of them.” David Bohm His textbook in quantum physics is a classic.

36 EINSTEIN: A human being is part of the whole called by us, universe a part limited in time and space. We experience ourselves, our thoughts and feelings as something separate from the rest. A kind of optical delusion of consciousness. This delusion is a kind of prison for us, restricting us to our personal desires and to affection for a few persons nearest to us. Our task must be to free ourselves from this prison, by widening our circle of compassion to embrace all living creatures and the whole of nature in its beauty. We need a substantially new manner of thinking, if mankind is to survive.

37 What do research tell us?
What do research tell us? One critical finding, in a survey including 1300 practicing managers from nine countries, is that intuition is perceived as playing a major role in their professional lives. 56 % using both intuition and logic/reasoning in almost equal measure, and a further 7,5 % stating that they actually use intuition more. Almost 80 % believe that intuition has relevance in corporate strategy and planning. Parikh et al. 1994 Parikh, Alden and Lank, IND Switzerland.

38 What do top researchers say?
What do top researchers say? “Studying intuition is a way to create a more realistic view of how strategic decision makers actually think.” “Successful strategy emerges from a decision process in which executives develop collective intuition.” Kathleen Eisenhardt 1999 My own researh support this, AOP, diverse IT selskaper osv.

39 What do top strategists say?
What do top strategists say? ”In these thirty years, that I have had the pleasure to lead organizations, it has almost always gone well, when I have trusted my intuition. When I have done things the old, traditional way, it has not turned out so favourably.” Jan Carendi CEO Skandia BI magasin 2000

40 Cost, speed & accuracy of intuition
Cost, speed & accuracy of intuition The analytic approach to problem solving produces the precise answer more often, but its distribution of errors is quite wide. In contrast to this, intuition is less frequently precise, but more consistently close to the correct answer. Peters et. al. Draw graf.

41 Decisions aided by intuition are available immediately.
Decisions aided by intuition are available immediately. Analysis would seem to be slower & costlier. Though, intimate knowledge of the subject, may be required for intuition to work properly. The investment cost of intuition is thus much higher. In summarizing, on the the first of the three questions we are addressing, why is intuition important in strategy, we may say that the ability to intuitively synthesize numerous parts or pieces, into a whole system, is pivotal. If we are not able to develop this ability & state of mind, we will lose track. If we are to work with strategy, this ability, to perceive interconnectedness in the many activities of an organization, is crucial. Thus, let us turn to our second question,

42 Summarizing So far, we have suggested that intuition is important in strategy, because it provides us with an ability to synthesise the many pieces of information, provided by consultants, managers, customers, competitors, politicians, employees, etc. Intuition thus creates a clearer and larger picture, enabling the strategist to see the uniqueness in and between all the activities pursued, and thus what to emphasise & what direction to follow.

43 Summarizing We have also indicated that because many companies have done much of the hard work of catching up on quality, cost, speed and flexibility, the challenge now, is not so much, further exploitation or improvements in these areas. Rather, it is to explore & develop the intuitive ability to see, how activities can be combined in a way, that is unique to us. (Ref. Porter)

44 Hva fikk dere ut av Mintzberg
sin artikkel?

45 2 What is Intuition? A Hunch Gut Feeling Sudden Insight
2 What is Intuition? A Hunch Gut Feeling Sudden Insight Perception of the Unconscious Foresight & Insight Synthesis Language of Metaphors, Symbols & Analogies Hold over disse punktene. So, what then, is intuition? What does it mean to you? Skriv på tavla. Do you have any personal experiences with intuition that you would like to share? Gå gjennom punktene på foilen med eksempler.

46 Definition Intuition is the event which occurs when an individual reaches a conclusion on the basis of less explicit information than is ordinarily required to reach that conclusion. Malcolm Westcott M. Westcott, a psychologist, who has written the major reference work in the field, and conducted the only serious clinical investigation of intuition, defines it as the event …. Thus, we may say that the unconscious is a central element in understanding intuition.

47 At any given moment one is conscious of only a small section of what one knows. The iceberg exemplifies this point. We see that most of it is under the surface. We may hypothesize that the conscious and subconscious are two sides of the same coin. Another much used definition of intuition captures this;

48 Definition Intuition allows one to draw on that vast storehouse of unconscious knowledge that includes not only everything that one has experienced or learned, either consciously or subliminally, but also the infinite reservoir of the collective or universal consciousness, in which individual separateness and ego boundaries are transcended. Frances Vaughan

49 Definition H. Simon, Nobel prize winner, argues that the essence of intuition lies in the organization of knowledge for quick identification, that is, arranged in terms of recognizable chunks, and not in its rendering for inspired design. “These processes can be explained without postulating mechanisms at subconscious levels that are different from those that are partly verbalized. Much of the iceberg is, indeed, below the surface and inaccessible to verbalization, but its concealed bulk is made of the same ice as the part we can see ….” Examples of chess players.

50 In opposition to Simon’s view, is the great many works of philosophy, claiming that intuition is brand new, and true insight. It originates, not only in the individual, but in the universal consciousness as well. The first iceberg represent your and the collective subconsciousness and the tiny part of it that is conscious. The next iceberg represent the universal consciousness/soul and the tiny part of it that we are conscious. The third iceberg illustrates how these reflect an meet, and may as well reveal why there are so much confusion around this concept of intuition. In order to fully comprehend its nature we need to understand both the unconscious, and the psyche which means soul as well as consciousness itself. Ref. scientific breakthroughs Which are intuitive and brand new insights.

51 Definition Intuition is a state of mind and being, where the consciousness of the subject is aligned & one with any object. Alice Bailey Ref your marriage, your boss etc. Any projection must be eliminated, as mentioned earlier, this may be difficult when discussing politics or religion Ref apene som plutselig kunne vaske poteter. Tilsvarende har også skjedd med viktige vitenskapelige gjennombrudd hvor forskjellige personer har kommet fram til samme svar omtrent på samme tid.

52 Intuition …. Looks in-to-it Perceives what is unconscious
Intuition …. Looks in-to-it Perceives what is unconscious Visualizes it as pictures, symbols, archetypes, metaphors, analogies Connect and link it to consciousness Synthesize elements of knowledge and information to coherent patterns and wisdom Finds the meaning To summarize on the the nature of intuition then, we may say that; Hold over, ta et punkt av gangen.

53 Can intuition be wrong? Dilbert

54 Intuitive problem solving;
Intuitive problem solving; Intuition advocate harmony between thinking, feelings, and information provided by the five senses. Integration of all oour faculties.

55 Intuition can thus benefit organizations in i.e. the following ways;
Intuition can thus benefit organizations in i.e. the following ways; Intuition may provide the basis for a strategic plan. Intuition helps keep decision making in context. Intuition promotes change. A shared intuitive perception gives people a compass. Ref. Vision, and intent, and purpose Vs deliberate, logical incremetalism.

56 3. How Can We Develop Our Intuition?
3. How Can We Develop Our Intuition? Meditation, quieting the mind Receptive, non-judgmental attitude Dream interpretation Visualization Guided imagery Understanding of symbols, myths, and archetypes. Focus simultaneously in and out Use environment as mirror Turning then to our next question; how can we develop our intuition, the literature does give some clues. A key point is the frequencies of the brain. Normally, it operates on 8 oscillations per second, a little slower when we sleep. From physics we know that the longer waves are stronger, and travel the furthest. In order then, to bridge the depths of the unconscious with consciousness, we need to slow down the frequency of the mind. This can be done by;

57 Take some good deep breaths. Close your eyes.
Bring to mind a problem that you have. We will now let intuition work on it. Sit back and relax. Take some good deep breaths. Close your eyes. Tibetanere 3 år 3 mnd og 3 dager = doktorgrad!

58 A little story .... There was a poor farmer who had a chicken, which suddenly produced an egg made of gold His surprise was great, when this happened the next morning as well. And the next, and the next, ..... After some time, he became rich and greedy. He decided to kill the chicken, opened it up and searched for even more eggs

59 Mind-game

60 A rational choice; Is based on the decision makers current assets & best interests. Assets include not only money, but physiological state, psychological capasities, social relationships, and feelings. Proper judgement, of what the best interests are, require synthesis, that is, intuition. (Jon Elster, 1996, p. 16.) It is based on the possible consequences of the choice. When these consequences are uncertain, their likelihood is evaluated without violating the basic rules of probability theory. According to Robyn Dawes, 1988.

61 The anatomy of a decision
Define the problem Identify the criteria Weight the criteria Generate alternatives Rate each alternative on each criterion Compute the optimal decision Max Bazerman

62 Improving decision making
Acquiring experience and expertise Debiasing judgment Using linear models based on expert judgment Adjusting intuitive predictions Max Bazerman

63 Adjusting intuitive predictions
Select a comparison group Assess the distribution of the comparison group Incorporate intuitive estimation Assess the predictability of the analyst’s forecast Adjust the intuitive estimate Kahneman & Tversky

64 Strategi-implementering
Strategi-prosessen Ekstern Analyse Visjon, Strategiske Mål & Målhierarki Intern Analyse Strategisk analyse Strategiske valg Strategi-implementering Vekting av kriteriene Lede endring Merk: De tre hovedelementene er ikke plassert i en linje/kjedet. Grunnen er at rekkefølgen ikke er fast og de er gjensidig avhengige Eksempel: Forsøk på å implementere kan avdekke behov for ytterligere analyse eller behovet for å ta flere eller mer konkrete valg Denne figuren bør danne hovedfundamentet for forståelsen av strategiprosessen - det å arbeide med og å gjøre strategi Analyse & Intuisjon Beslutningskriterer Utforske & utnytte Evaluering av valgalternativene

65 Oppsumering & Spørsmål:
Temaet i dag? Tidligere forelesninger? Prosjektoppgaven? Veiledningen? For de som er interessert i utdypning, så finnes rikelig med materiale på min hjemmeside: Strategi 1: Strategisk analyse Strategi 2: Strategi implementering