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The world today is much more complex and dynamic than it
was. The challenges and opportunities facing organizations
are greater than ever now.
The conventional approach to
strategic planning with just
operational effectiveness to
customers are getting obsolete
in the intensely competitive and
turbulent 21st
Century business
environment now.
We need new innovative approach and formulation in
Strategic Repositioning to implement the strategies.
INTRODUCTION TO STRATEGIC
THINKING
INTRODUCTION TO STRATEGIC
THINKING

Lack of strategic thinking by management staffs has been
identified as a major shortcoming in organisations.
Concepts in management and psychology had been drawn
and used to remedy this situation.
Strategic thinking needs to be
addressed at two different levels:
 the individual level and
 the organisational level.
Organisations that successfully integrate strategic thinking at
these two levels will create a critical core competency that
forms the basis of an enduring competitive advantage.
PART A: INTRODUCTION TO
STRATEGIC THINKING
 Strategic Thinking Versus Strategic Planning
 Strategic Management Process
 The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE
STRATEGIC FORMULATION JOURNEY
 Auditing General Environmental Influences
 Thinking Tool for External Evaluation
(Team Activity)
This 2 day hand-on practical program consisting of 5
parts is specially designed to focus on creating stretch
and interconnectedness :
DAY 1
PART D: EXPLORING CURRENT
STRATEGIES
 Value Chain and Activity Chain Analysis
 Using SWOT - How comprehensive are our
current strategies?
 Relevancy of Structural Analysis
 Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH
STRATEGIC POSSIBILITIES
 Concept of Value Pioneering
PART C: EXPLORING THE INTERNAL
ENVIRONMENT
 Resources, Capabilities and Competencies
 Thinking Tool for Internal Evaluation
(Team Activity)
DAY 2
The workshop activity focus on creating stretch and
interconnectedness to encourage Participants to:
 think out of the box in connecting the
dots in strategic formulation.
 creatively think through possible
issues that might crop up in multi-level
analytical process of formulating and
implementing strategies.
 to assume the role of senior
management.
 to look forward to making strategic
decisions both as an individual and as a
team member.
This workshop is participatory based on a combination of
interactive short presentation of key concepts/tools, group
discussions and team activities applying knowledge to
practice in real organizations.
‘intra-preneurial’ thinking in formulating
strategies
 difference between strategic planning and
strategic thinking
 skills and concepts needed to effectively
formulate and efficiently implement
strategies
 importance of performing environmental
audit and assessment in the formulation of
strategies and evaluation of strategic choices
 various analytical matrices and tools for
conducting strategy assessment and options
selection
Upon completion of the workshop, participants should be
able to gain and have better understanding of:
PART A:
INTRODUCTION TO STRATEGIC
THINKING
  Strategic Thinking vs
Strategic Planning
 Strategic Management
Process
 The Purpose of Vision
and Mission (Team
Strategic thinking is a process that defines the manner
in which people think about, assess, view, and create the
future for themselves and others. 
 Strategic thinking is an
extremely effective and
valuable tool.
One can
apply strategic thinking to
arrive at decisions that can be
related to your work or
personal life.
Strategic planning is an organization's process of
defining its strategy, or direction, and making decisions
on allocating its resources to pursue this strategy.
It may also extend to control
mechanisms for guiding the
implementation of
the strategy.
The strategic management process means defining
the organization’s strategy. It is the process by which
managers make a choice of a set of strategies for the
organization to achieve better performance.
Strategic management is a
continuous process that
appraises the organization
business and industries involved;
appraises it’s competitors; and
fixes goals to meet all the present
and future competitor’s and then
reassesses each strategy.
Components in Strategic management
process
Strategic management process has following four
steps:
Environmental Scanning- 
Environmental scanning refers to a process of collecting,
scrutinizing and providing information for strategic purposes.
Components Strategic in management
process
It helps in analyzing the internal
and external factors influencing
an organization. After executing
the environmental analysis
process, management should
evaluate it on a continuous basis
and strive to improve it.
After conducting
environment scanning,
managers formulate
corporate, business
and functional
strategies.
Components Strategic management
processStrategy Formulation- 
Strategy formulation is the process of deciding best course
of action for accomplishing organizational objectives and
hence achieving organizational purpose.
Strategy Implementation- 
Strategy implementation implies making the strategy work
as intended or putting the organization’s chosen strategy
into action.
Components Strategic management
process
Strategy implementation
includes designing the
organization’s structure,
distributing resources,
developing decision
making process, and
managing human
resources.
Strategy Evaluation-
 Strategy evaluation is the final step of strategy management
process. The key strategy evaluation activities are:
Components Strategic management
process
appraising internal and
external factors that are the
root of present strategies,
measuring performance, and
taking remedial / corrective
actions.
Evaluation makes sure that the organizational strategy as
well as it’s implementation meets the organizational
objectives.
Strategy Evaluation-
These components are steps that are carried, in chronological
order, when creating a new strategic management plan. 
Components Strategic management
process
Businesses that have a
strategic management
plan take steps to make
essential changes per the
situation’s requirement.
Importance of Vision and Mission Statements
One of the first things that any organization should have is
a vision and mission and its statement.
Studies have shown that
organizations that have lucid,
coherent, and meaningful Vision
and Mission Statements return
more than double in shareholder
benefits when compared to the
those that do not have.
The importance of vision and mission statements is such
that it is the first thing that is discussed in management
strategy.
The Purpose of Mission and Vision
Strategic plans often mean a change in organizational
structure or a move toward change. Change can be a difficult
process and sometimes requires time but it is important with
the decision making process.
This can be articulated through
the mission and vision
statement of the organization.
Articulating and repeating the
positives of the move toward
change will help employees stay
engaged and motivated in the
process.
Change in Strategic Planning
Change is an essential component of strategic planning.
This involves moving the organization forward to create or
change something.
Plans are created out of
the need for the
organization to move in a
certain direction, and
other plans develop
organically.
Mission and vision statements helps communicate the goals
of the plan to employees and the public.
Mission Statement
Strategic plans may involve
changing the mission statement
to reflect a new direction of the
organization. Highlighting the
benefits of the change and
minimizing the deficits will help
employees and the public buy
into the change.
A mission statement is a short and simple statements
which outline what the organisation's purpose is. It is used
as a way to communicate the purpose of the organisation.
Vision Statement
A vision statement is a company's road map, indicating
both what the company wants to become and guiding
transformational initiatives by setting a defined direction for
the company's growth.
Vision statements give
direction for employee behavior
and helps provide inspiration.
Strategic plans may require a
marketing strategy, which could
include the vision statement to
also help inspire consumers to
work with the organization.
Strategic planning do have its successes and failures.
Leaders should celebrate the successes when meeting
objectives, which are part of the mission and vision
statement.
Mission statement helps
measure whether the strategic
plan aligns with the overall
goals.
Vision statement helps provide
inspiration to employees.
Employees who feel invested in the organizational change are
more likely to stay motivated with higher levels of productivity
The Purpose of Mission and Vision
Workshop (Team Activity)
Write a Mission Statement which outline the organisation's
‘Purpose’ . – A sentence that describes the end result the
organization seeks
the reason it exists
who are you, as an organization?
why do you exist?
what do you do?
 who do you serve?
(Tips. Purpose statements usually include two phrases)
§ An infinitive that indicates a change in status, such as
-to increase, to decrease, to prevent, to eliminate
§ An identification of the problem or condition to be changed.
PART B:
THE BEGINNING OF THE STRATEGIC
FORMULATION JOURNEY
 Auditing General
Environmental
Influences
Thinking Tool for
External Evaluation
(Team Activity)
Strategy formulation:- process of choosing the most
appropriate course of action for realization of organizational
goals and objectives to achieve organizational vision. 
 Auditing General Environmental Influences
Six main process steps of Strategy Formulation and
easily followed in this order.
1.Setting Organizations’
objectives
2.Evaluating the
Organizational Environment
3.Setting Quantitative Targets
4.Aiming in context with the
divisional plans
5.Performance Analysis
6. Choice of Strategy
-key component of any strategy statement, the long-term Objectives.
Strategy is a medium for realization of organizational objectives.
1.Setting Organizations’ objectives
Factors influencing selection of objectives must be analyzed before the
selection and once Objectives have been determined, strategic
decisions is made easy.
Objectives stresses the state of
being there.
Strategy stresses the process of
reaching there.
- fixes objectives & medium used to
realize it.
- the manner of deployment of
resources to achieve the
objectives.
-the general economic and industrial environment in which
organization operates,
- the organizations competitive position, its qualitative and
quantitative existing product line.
2.Evaluating the Organizational Environment
- purpose: discover important
factors for competitive success
in market, to identify own
strengths, weaknesses &
competitors’ strengths and
weaknesses.
-to keep track on competitors’ moves and actions to discover
opportunities of threats to its market or supply sources.
 - to practically fix the quantitative target values for some of
organizational objectives.
3.Setting Quantitative Targets
-to compare with long term
customers,
- to evaluate contribution that
might be made by various
product zones or operating
departments.
-identify contributions of department or division or
product category and do a strategic planning for each
sub-unit accordingly.
4.Aiming in context with the divisional
plans
This requires a
careful analysis of
macroeconomic
trends.
-discover and analyze the gap between the planned &
desired performance.
-evaluate the past performance, present condition and
the desired future conditions.
5.Performance Analysis
-identify the degree of gap
between actual reality and the
long-term aspirations.
-make an attempt to estimate
its probable future condition if
the current trends persist.
- the ultimate step in Strategy Formulation. The
best course of action is chosen after considering:
6.Choice of Strategy
organizational goals,
 organizational strengths,
potential and limitations &
 the external opportunities.
The overall purpose is to build
a shared framework for
strategic thinking that
encourages diversity and
sharpens perceptions
about external changes and
opportunities. …
WORKSHOP (Team Activity)
Turning Your Organizational Imagination
into Action
The black swan theory or theory of black swan events (developed
by Nassim Nicholas Taleb) is a metaphor that describes an event that 
comes as a surprise, has a major effect, and is often inappropriately 
rationalized after the fact with the benefit of hindsight.
The Black Swan Events
WORKSHOP (Team Activity)
1. Identify one thing in your business that seemingly
cannot fail.
2. Imagining the impact of things (through extreme
failure) and what would you prepare to respond to
these events.
3. Choose a strategy to implement the course of 
action focusing on Creativity, Innovation in Strategic 
Thinking. 
Consider these in mind:
 organizational goals,
 organizational strengths,
 potential and limitations &
 the external opportunities.
Be Blessed!
Principal Consultant for Lean Management.
Certified Kaizen & TPM Specialist with 30 over years
working experience.
Provides Technical Consulting Services on Lean
Cellular system & Moonshine set up.
An Innovator with Mechanical background that
adopts Green Living by Recycling and Reusing Idle
resources to add Value, eliminating waste to promote
Green.
Founder of Tim’s Waterfuel, an alternative HHO Fuel
supplement using Water that adds power ,saves fuel
and reduce Co2 emission on automobiles.
An NGO Community worker for Prison, Drug
Rehabilitation and CREST North (Crisis Relieve &
Training) Malaysia, an organization that respond to
Crisis & Flood.
Timothy Wooi
Add: 20C, Taman Bahagia, 06000,
Jitra, Kedah
Email: timothywooi2@gmail.com
H/p: 019 4514007 (Malaysia) 

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Strategic Thinking and Repositioning Day1

  • 1. The world today is much more complex and dynamic than it was. The challenges and opportunities facing organizations are greater than ever now. The conventional approach to strategic planning with just operational effectiveness to customers are getting obsolete in the intensely competitive and turbulent 21st Century business environment now. We need new innovative approach and formulation in Strategic Repositioning to implement the strategies. INTRODUCTION TO STRATEGIC THINKING
  • 2. INTRODUCTION TO STRATEGIC THINKING  Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation. Strategic thinking needs to be addressed at two different levels:  the individual level and  the organisational level. Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
  • 3. PART A: INTRODUCTION TO STRATEGIC THINKING  Strategic Thinking Versus Strategic Planning  Strategic Management Process  The Purpose of Vision and Mission (Team Activity) PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY  Auditing General Environmental Influences  Thinking Tool for External Evaluation (Team Activity) This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and interconnectedness : DAY 1
  • 4. PART D: EXPLORING CURRENT STRATEGIES  Value Chain and Activity Chain Analysis  Using SWOT - How comprehensive are our current strategies?  Relevancy of Structural Analysis  Customer Intelligences (Team Activity) PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES  Concept of Value Pioneering PART C: EXPLORING THE INTERNAL ENVIRONMENT  Resources, Capabilities and Competencies  Thinking Tool for Internal Evaluation (Team Activity) DAY 2
  • 5. The workshop activity focus on creating stretch and interconnectedness to encourage Participants to:  think out of the box in connecting the dots in strategic formulation.  creatively think through possible issues that might crop up in multi-level analytical process of formulating and implementing strategies.  to assume the role of senior management.  to look forward to making strategic decisions both as an individual and as a team member.
  • 6. This workshop is participatory based on a combination of interactive short presentation of key concepts/tools, group discussions and team activities applying knowledge to practice in real organizations.
  • 7. ‘intra-preneurial’ thinking in formulating strategies  difference between strategic planning and strategic thinking  skills and concepts needed to effectively formulate and efficiently implement strategies  importance of performing environmental audit and assessment in the formulation of strategies and evaluation of strategic choices  various analytical matrices and tools for conducting strategy assessment and options selection Upon completion of the workshop, participants should be able to gain and have better understanding of:
  • 8. PART A: INTRODUCTION TO STRATEGIC THINKING   Strategic Thinking vs Strategic Planning  Strategic Management Process  The Purpose of Vision and Mission (Team
  • 9. Strategic thinking is a process that defines the manner in which people think about, assess, view, and create the future for themselves and others.   Strategic thinking is an extremely effective and valuable tool. One can apply strategic thinking to arrive at decisions that can be related to your work or personal life.
  • 10. Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy.
  • 11. The strategic management process means defining the organization’s strategy. It is the process by which managers make a choice of a set of strategies for the organization to achieve better performance. Strategic management is a continuous process that appraises the organization business and industries involved; appraises it’s competitors; and fixes goals to meet all the present and future competitor’s and then reassesses each strategy.
  • 12. Components in Strategic management process Strategic management process has following four steps:
  • 13. Environmental Scanning-  Environmental scanning refers to a process of collecting, scrutinizing and providing information for strategic purposes. Components Strategic in management process It helps in analyzing the internal and external factors influencing an organization. After executing the environmental analysis process, management should evaluate it on a continuous basis and strive to improve it.
  • 14. After conducting environment scanning, managers formulate corporate, business and functional strategies. Components Strategic management processStrategy Formulation-  Strategy formulation is the process of deciding best course of action for accomplishing organizational objectives and hence achieving organizational purpose.
  • 15. Strategy Implementation-  Strategy implementation implies making the strategy work as intended or putting the organization’s chosen strategy into action. Components Strategic management process Strategy implementation includes designing the organization’s structure, distributing resources, developing decision making process, and managing human resources.
  • 16. Strategy Evaluation-  Strategy evaluation is the final step of strategy management process. The key strategy evaluation activities are: Components Strategic management process appraising internal and external factors that are the root of present strategies, measuring performance, and taking remedial / corrective actions. Evaluation makes sure that the organizational strategy as well as it’s implementation meets the organizational objectives.
  • 17. Strategy Evaluation- These components are steps that are carried, in chronological order, when creating a new strategic management plan.  Components Strategic management process Businesses that have a strategic management plan take steps to make essential changes per the situation’s requirement.
  • 18. Importance of Vision and Mission Statements One of the first things that any organization should have is a vision and mission and its statement. Studies have shown that organizations that have lucid, coherent, and meaningful Vision and Mission Statements return more than double in shareholder benefits when compared to the those that do not have. The importance of vision and mission statements is such that it is the first thing that is discussed in management strategy.
  • 19. The Purpose of Mission and Vision Strategic plans often mean a change in organizational structure or a move toward change. Change can be a difficult process and sometimes requires time but it is important with the decision making process. This can be articulated through the mission and vision statement of the organization. Articulating and repeating the positives of the move toward change will help employees stay engaged and motivated in the process.
  • 20. Change in Strategic Planning Change is an essential component of strategic planning. This involves moving the organization forward to create or change something. Plans are created out of the need for the organization to move in a certain direction, and other plans develop organically. Mission and vision statements helps communicate the goals of the plan to employees and the public.
  • 21. Mission Statement Strategic plans may involve changing the mission statement to reflect a new direction of the organization. Highlighting the benefits of the change and minimizing the deficits will help employees and the public buy into the change. A mission statement is a short and simple statements which outline what the organisation's purpose is. It is used as a way to communicate the purpose of the organisation.
  • 22. Vision Statement A vision statement is a company's road map, indicating both what the company wants to become and guiding transformational initiatives by setting a defined direction for the company's growth. Vision statements give direction for employee behavior and helps provide inspiration. Strategic plans may require a marketing strategy, which could include the vision statement to also help inspire consumers to work with the organization.
  • 23. Strategic planning do have its successes and failures. Leaders should celebrate the successes when meeting objectives, which are part of the mission and vision statement. Mission statement helps measure whether the strategic plan aligns with the overall goals. Vision statement helps provide inspiration to employees. Employees who feel invested in the organizational change are more likely to stay motivated with higher levels of productivity The Purpose of Mission and Vision
  • 24. Workshop (Team Activity) Write a Mission Statement which outline the organisation's ‘Purpose’ . – A sentence that describes the end result the organization seeks the reason it exists who are you, as an organization? why do you exist? what do you do?  who do you serve? (Tips. Purpose statements usually include two phrases) § An infinitive that indicates a change in status, such as -to increase, to decrease, to prevent, to eliminate § An identification of the problem or condition to be changed.
  • 25. PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY  Auditing General Environmental Influences Thinking Tool for External Evaluation (Team Activity)
  • 26. Strategy formulation:- process of choosing the most appropriate course of action for realization of organizational goals and objectives to achieve organizational vision.   Auditing General Environmental Influences Six main process steps of Strategy Formulation and easily followed in this order. 1.Setting Organizations’ objectives 2.Evaluating the Organizational Environment 3.Setting Quantitative Targets 4.Aiming in context with the divisional plans 5.Performance Analysis 6. Choice of Strategy
  • 27. -key component of any strategy statement, the long-term Objectives. Strategy is a medium for realization of organizational objectives. 1.Setting Organizations’ objectives Factors influencing selection of objectives must be analyzed before the selection and once Objectives have been determined, strategic decisions is made easy. Objectives stresses the state of being there. Strategy stresses the process of reaching there. - fixes objectives & medium used to realize it. - the manner of deployment of resources to achieve the objectives.
  • 28. -the general economic and industrial environment in which organization operates, - the organizations competitive position, its qualitative and quantitative existing product line. 2.Evaluating the Organizational Environment - purpose: discover important factors for competitive success in market, to identify own strengths, weaknesses & competitors’ strengths and weaknesses. -to keep track on competitors’ moves and actions to discover opportunities of threats to its market or supply sources.
  • 29.  - to practically fix the quantitative target values for some of organizational objectives. 3.Setting Quantitative Targets -to compare with long term customers, - to evaluate contribution that might be made by various product zones or operating departments.
  • 30. -identify contributions of department or division or product category and do a strategic planning for each sub-unit accordingly. 4.Aiming in context with the divisional plans This requires a careful analysis of macroeconomic trends.
  • 31. -discover and analyze the gap between the planned & desired performance. -evaluate the past performance, present condition and the desired future conditions. 5.Performance Analysis -identify the degree of gap between actual reality and the long-term aspirations. -make an attempt to estimate its probable future condition if the current trends persist.
  • 32. - the ultimate step in Strategy Formulation. The best course of action is chosen after considering: 6.Choice of Strategy organizational goals,  organizational strengths, potential and limitations &  the external opportunities.
  • 33. The overall purpose is to build a shared framework for strategic thinking that encourages diversity and sharpens perceptions about external changes and opportunities. … WORKSHOP (Team Activity) Turning Your Organizational Imagination into Action The black swan theory or theory of black swan events (developed by Nassim Nicholas Taleb) is a metaphor that describes an event that  comes as a surprise, has a major effect, and is often inappropriately  rationalized after the fact with the benefit of hindsight. The Black Swan Events
  • 34. WORKSHOP (Team Activity) 1. Identify one thing in your business that seemingly cannot fail. 2. Imagining the impact of things (through extreme failure) and what would you prepare to respond to these events. 3. Choose a strategy to implement the course of  action focusing on Creativity, Innovation in Strategic  Thinking.  Consider these in mind:  organizational goals,  organizational strengths,  potential and limitations &  the external opportunities.
  • 36. Principal Consultant for Lean Management. Certified Kaizen & TPM Specialist with 30 over years working experience. Provides Technical Consulting Services on Lean Cellular system & Moonshine set up. An Innovator with Mechanical background that adopts Green Living by Recycling and Reusing Idle resources to add Value, eliminating waste to promote Green. Founder of Tim’s Waterfuel, an alternative HHO Fuel supplement using Water that adds power ,saves fuel and reduce Co2 emission on automobiles. An NGO Community worker for Prison, Drug Rehabilitation and CREST North (Crisis Relieve & Training) Malaysia, an organization that respond to Crisis & Flood. Timothy Wooi Add: 20C, Taman Bahagia, 06000, Jitra, Kedah Email: timothywooi2@gmail.com H/p: 019 4514007 (Malaysia) 

Hinweis der Redaktion

  1. a plan of action or policy designed to achieve a major or overall aim. "time to develop a coherent economic strategy" synonyms:master plan, grand design, game plan, plan (of action), action plan,policy, program; More
  2. Strategy includes both the fixation of objectives as well the medium to be used to realize those objectives. Thus, strategy is a wider term which believes in the manner of deployment of resources so as to achieve the objectives. While fixing the organizational objectives, it is essential that the factors which influence the selection of objectives must be analyzed before the selection of objectives. Once the objectives and the factors influencing strategic decisions have been determined, it is easy to take strategic decisions.
  3. to practically fix the quantitative target values for some of the organizational objectives. -the idea behind this is to compare with long term customers, so as to evaluate the contribution that might be made by various product zones or operating departments
  4. The contributions made by each department or division or product category within the organization is identified, and accordingly strategic planning is done for each sub-unit. This requires a careful analysis of macroeconomic trends
  5. This critical evaluation identifies the degree of gap that persists between the actual reality and the long-term aspirations of the organization. An attempt is made by the organization to estimate its probable future condition if the current trends persist.