9. Strategic Management @ 2014
• The determination of the long run goals and
objectives of an enterprise, the adoption of
courses of action and the allocation of
resources necessary for carrying out these
goals
Alfred Chandler, Strategy and Structure
Strategy
Alfred DuPont Chandler Jr.
10. Strategic Management @ 2014
Strategy
• “ Strategy is the creation
of a unique and valuable
position, involving a
different set of activities,
making tradeoffs in
competing, and deciding
what not to do.”
• “creating fit among a
company‟s
activities.”(Porter 1996)
34. Strategic Management @ 2014
John Boyd's Strategy in the 21st Century ...
strategies: you try to solve problems by .... Synthesis.
• J. R. Boyd, “the Essence of Winning and Losing,” 1995.
military strategist
กลยุทธ์เป็นการสังเคราะห์
44. Strategy Synthesis Model
This form of debate is called
dialectical inquire
By using two opposite points of view,
the problem-solver attempts to arrive
at a
(1) better understanding of the
issue and
(2) a higher level resolution that
integrates elements of both the
thesis and the antithesis
45. A puzzle is a challenging problem with an optimal solution
Puzzles can be quite complex and difficult to analyze but there is
a best way of solving them
A dilemma is a vexing problem with two possible solution, neither
of which is logically the best
A trade-off is a problem situation in which there are many possible
solutions, each striking a different balance between two conflicting
pressures
A paradox is a situation in which two seeming contradictory
factors appear to be true at the same time
A paradox can be characterized as a „both-and‟ problem: one
factor is true and a contradictory factor is simultaneously true
46. Strategic Management @ 2014
As a dilemma
product I:
product II:
Level of
system
functionality
TimeCTSS FFS TC
dilemma
47. Strategic Management @ 2014
As a paradox
• Managing Contradictory Goals in organizations
– Social vs. financial
– Explore vs. exploit
– Learning vs. performance
• Both sides/values (Polarities) are interdependent pairs of values or points of
view. They need each other over time to gain and maintain performance. One
is not more important than the other.
• Each pole receives enough attention to maximize the upsides and minimize
the downsides.
• Dynamic balance; Leveraging; Creating virtuous cycles (go up) ; Balanced
over time
