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How   entrepreneurial
               thinking
      can accelerate
      growth
        in large corporations
1. Growth Framework

2. Dynamic forces driving a company growth

3. Entrepreneurial strategy making

4. Final Lesson
How entrepreneurial thinking can accelerate growth in large corporations
Pros                                    Cons
Business model advantages               Business model challenges

Promote business development            Business execution & renewal

Build credibility                       Human & other resources constraints

Human talent development                Management challenges

Financial value creation and financing   Funding challenges/dilution
Growth accelerators and inhibitors
  1. Top management                9. Marketing/branding
  2. Human resources/culture       10. Sales/distribution
  3. Strategy                      11. Partnership
  4. Company financing              12. Capital markets
  5. R&D / new product             13. Acquisitions/mergers
  6. Product/after sales           14. Regulatory/government/taxation
  7. Operations management         15. Economic/corporate environment
  8. Customer/market opportunity   16. Legal/lawsuits
2. Dynamic        forces
 driving a   company

        growth
Introduction
  A company is an ecology in which strategic initiatives arise following
  a certain pattern. Knowing how strategy originates and how strategy
  making takes place is crucial for the company to control its destiny.

  Strategy making depends on two variables: decision making power
  concentration and simultaneity of strategic action.

  Strategic initiatives within the company compete for limited
  resources.

  Every company has its own cultural and administrative mechanisms
  to decide what initiatives are supported and how resources and
  attention are assigned amongst them.
Robert Burgelman’s Rubber band Model
                                   Basis of competitive
                                   advantage In the industry
                                   Competition at the company’s
                                   position in the industry as a
                                   result of external forces
                                   (Porter + analysis)

  Official Corporate
  Strategy                          Internal selection
                                                                      Strategic action
  Beliefs on market domain and      context                           What the company does The
  the relative importance of the    Reestablishes alignment           consequential action in which
  competencies to achieve a         in both axis when it is altered   the company engages. It links
  competitive advantage.                                              position and competencies
  Values and principles of what
  we will do and what will not
                                    Distinctive competencies
                                     Skills, assets and routines to
                                     meet the basis if competitive
                                     advantage in the industry
Misalignment 1
                      Basis of competitive
                      advantage In the industry
                      What it takes to win
  Official Corporate
  Strategy
  What we say
                       Internal selection
                       context
                        Culture
                                                  Strategic action
                                                  What the company does




                       Distinctive competencies
                        What we’ve got
Misalignment 2
                                            Basis of competitive
                                            advantage In the industry
                                             What it takes to win




  Official Corporate              Internal selection             Strategic action
  Strategy                       context
  What we say                                                       What the company does
                                 Culture




                Distinctive competencies
                What we’ve got
Strategic Dissonance
 Revenue Growth




                     Dissonance




                  Time
Sources of Strategic Dissonance
  Dissonance is Strategic if:

       - There is a divergence between Basis of Competitive Advantage
       and Distinctive Competence.

       - There is a divergence between Official Corporate Strategy and
       Strategic Action.




  Initially the signals are usually weak so our job as leaders
                  is to discern signals from noise
3. Entrepreneurial
 strategy
            making
Strategy Processes                                       Induced       Autonomous

  Emerging
   External
 Environment




              Autonomous        Strategic
            strategic action.   Context




                                              O cial
                                                                     Known
                                             Corporate
                                                                   environment
                                             Strategy




          Induced               Structural
      Strategic Action           Context
Definitions
Known environment: This is where the induced strategic process takes place. Threats and opportunities arise
form here, forcing the company to adjust the induced strategy process.
Emerging external environments: Unfamiliar, unknown environments where the autonomous strategy process
takes place. Many of them do not survive but others may grow and complement or even substitute the
familiar environment.
Official Corporate Strategy: Beliefs on what the company does well, in what markets it can succeed, what are
its values and what goals it aims to achieve.
Induced Strategic Action: Initiatives on the part of operational and middle level managers that fit the concept
of the official corporate strategy. Is oriented toward gaining and maintaining leadership in the company’s core
businesses.
Autonomus strategic action: Strategic initiatives outside the scope of the official corporate strategy. They
differ from the induced ones in the technology they use, the value proposition or the target clients. They rely
on new competencies or in a new combination of the existing ones. They lead to new businesses that are
different from the core business, complementing or even substituting it.
Structural Context: Administrative and cultural mechanisms to keep coherence between the official corporate
strategy and the induced strategic action. The larger the company the more complex they are. Transforms
“concept” into “action.
Strategic Context: Administrative and cultural mechanisms to evaluate and choose strategic initiatives
outside the structural context. Transforms “action” into “context”.. It allows to assess the adaptive potential
of the autonomous strategic action to the official corporate strategy (which will change upon this incorporation).
Conclusion
 The autonomous strategy process begins with strategic initiatives that
 often emerge fortuitously and unexpectedly. Initially there is no clarity
 about their strategic importance and how they may relate to the induced
 strategy process. Solving this indetermination is the most important
 challenge for company evolution. Hence why the design of the strategic
 context is crucial.
4. Final
           Lesson
Two systems one company

                     Internal
                    selection
                     context


        Strategic               Structural
         Context                 Context
            .
How entrepreneurial thinking can accelerate growth in large corporations
www.thinkcreative.es

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How entrepreneurial thinking can accelerate growth in large corporations

  • 1. How entrepreneurial thinking can accelerate growth in large corporations
  • 2. 1. Growth Framework 2. Dynamic forces driving a company growth 3. Entrepreneurial strategy making 4. Final Lesson
  • 4. Pros Cons Business model advantages Business model challenges Promote business development Business execution & renewal Build credibility Human & other resources constraints Human talent development Management challenges Financial value creation and financing Funding challenges/dilution
  • 5. Growth accelerators and inhibitors 1. Top management 9. Marketing/branding 2. Human resources/culture 10. Sales/distribution 3. Strategy 11. Partnership 4. Company financing 12. Capital markets 5. R&D / new product 13. Acquisitions/mergers 6. Product/after sales 14. Regulatory/government/taxation 7. Operations management 15. Economic/corporate environment 8. Customer/market opportunity 16. Legal/lawsuits
  • 6. 2. Dynamic forces driving a company growth
  • 7. Introduction A company is an ecology in which strategic initiatives arise following a certain pattern. Knowing how strategy originates and how strategy making takes place is crucial for the company to control its destiny. Strategy making depends on two variables: decision making power concentration and simultaneity of strategic action. Strategic initiatives within the company compete for limited resources. Every company has its own cultural and administrative mechanisms to decide what initiatives are supported and how resources and attention are assigned amongst them.
  • 8. Robert Burgelman’s Rubber band Model Basis of competitive advantage In the industry Competition at the company’s position in the industry as a result of external forces (Porter + analysis) Official Corporate Strategy Internal selection Strategic action Beliefs on market domain and context What the company does The the relative importance of the Reestablishes alignment consequential action in which competencies to achieve a in both axis when it is altered the company engages. It links competitive advantage. position and competencies Values and principles of what we will do and what will not Distinctive competencies Skills, assets and routines to meet the basis if competitive advantage in the industry
  • 9. Misalignment 1 Basis of competitive advantage In the industry What it takes to win Official Corporate Strategy What we say Internal selection context Culture Strategic action What the company does Distinctive competencies What we’ve got
  • 10. Misalignment 2 Basis of competitive advantage In the industry What it takes to win Official Corporate Internal selection Strategic action Strategy context What we say What the company does Culture Distinctive competencies What we’ve got
  • 11. Strategic Dissonance Revenue Growth Dissonance Time
  • 12. Sources of Strategic Dissonance Dissonance is Strategic if: - There is a divergence between Basis of Competitive Advantage and Distinctive Competence. - There is a divergence between Official Corporate Strategy and Strategic Action. Initially the signals are usually weak so our job as leaders is to discern signals from noise
  • 14. Strategy Processes Induced Autonomous Emerging External Environment Autonomous Strategic strategic action. Context O cial Known Corporate environment Strategy Induced Structural Strategic Action Context
  • 15. Definitions Known environment: This is where the induced strategic process takes place. Threats and opportunities arise form here, forcing the company to adjust the induced strategy process. Emerging external environments: Unfamiliar, unknown environments where the autonomous strategy process takes place. Many of them do not survive but others may grow and complement or even substitute the familiar environment. Official Corporate Strategy: Beliefs on what the company does well, in what markets it can succeed, what are its values and what goals it aims to achieve. Induced Strategic Action: Initiatives on the part of operational and middle level managers that fit the concept of the official corporate strategy. Is oriented toward gaining and maintaining leadership in the company’s core businesses. Autonomus strategic action: Strategic initiatives outside the scope of the official corporate strategy. They differ from the induced ones in the technology they use, the value proposition or the target clients. They rely on new competencies or in a new combination of the existing ones. They lead to new businesses that are different from the core business, complementing or even substituting it. Structural Context: Administrative and cultural mechanisms to keep coherence between the official corporate strategy and the induced strategic action. The larger the company the more complex they are. Transforms “concept” into “action. Strategic Context: Administrative and cultural mechanisms to evaluate and choose strategic initiatives outside the structural context. Transforms “action” into “context”.. It allows to assess the adaptive potential of the autonomous strategic action to the official corporate strategy (which will change upon this incorporation).
  • 16. Conclusion The autonomous strategy process begins with strategic initiatives that often emerge fortuitously and unexpectedly. Initially there is no clarity about their strategic importance and how they may relate to the induced strategy process. Solving this indetermination is the most important challenge for company evolution. Hence why the design of the strategic context is crucial.
  • 17. 4. Final Lesson
  • 18. Two systems one company Internal selection context Strategic Structural Context Context .