A) Michael has a talent for asking tough, incisive questions.
B) Samantha is often sympathetic to her team members' failures.
C) Carl can complete a job in half the time as his colleagues.
D) Lily prefers completing a task by herself.
E) Rodrigo advocates promoting qualified people from within the firm.
G) A) and C)
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A) poor execution of the strategy.
B) shortfalls exposed with the strategic management design process.
C) inadequate support for the management team responsible for the planning process.
D) secondary operating practices that hinder the required changes.
E) lack of sufficient information about operating systems.
G) A) and B)
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A) when the internal organization develops two or more core competencies in performing value chain activities.
B) if and when the company meets or beats its performance targets and shows good progress in achieving its strategic vision for the company.
C) if the company's culture is strong and strategy-supportive.
D) if management is able to marshal adequate resources to put the strategy in place within 6 to 12 months.
E) if managers and employees express strong support for the company's strategy and long-term direction.
G) A) and B)
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As firms grow and their needs for struct...View Answer
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A) When industry conditions, like technology advances are central to growth and rivalry is intense
B) When first-mover advantages for products or services can be added to the portfolio lineup
C) When the acquired firm can be purchased at a discount due to underperformance
D) When a market opportunity can slip by faster than a needed capability can be created internally
E) When the capabilities involve tacit knowledge and complex routines
G) C) and D)
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A) deciding how much to spend on training managers and employees.
B) deciding which value chain activities to perform in-house and which to outsource, and making internally performed strategy-critical value chain activities the main building blocks in the organization structure.
C) choosing an organization structure that is a tight fit with the corporate culture.
D) hiring an inexpensive yet capable management team.
E) instituting a compensation structure that reduces employee turnover and thus stabilizes the makeup of work teams.
G) C) and E)
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A) Outsourcing support services often has the disadvantage of raising fixed and variable costs.
B) Outsourcing critics contend that shifting responsibility for performing value chain activities to outside specialists can hollow out a company's knowledge base and capabilities, leaving it at the mercy of outsider suppliers, and short of the resource strengths to be a master of its own destiny.
C) Outsourcing the performance of certain value chain activities to able supplierscan add to a company's arsenal of capabilities and contribute to better strategy execution.
D) The real debate surrounding outsourcing is not about whether too much outsourcing risks loss of control but about how to use outsourcing in a manner that produces greater competitiveness.
E) Outsourcing can enable a company to heighten its strategic focus and concentrate its full energies and resources on even more competently performing those value chain activities that are at the core of its strategy and for which it can create unique value.
G) B) and E)
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A) Executing strategy is an action-oriented, make-things-happen task.
B) Executing strategy tests a manager's ability to direct organizational change, achieve continuous improvement in operations and business processes, create and nurture a strategy-supportive culture, and consistently meet or beat performance targets.
C) Implementing new strategic initiatives principally involves employing managerial techniques to overcome resistance to change.
D) Executing strategy requires a team effort which entails that every manager think through the answer to "What does my area have to do to implement its part of the strategic plan, and what should I do to get these things accomplished effectively and efficiently?"
E) Implementing and executing strategy is primarily an operations-driven activity revolving around the management of people and business processes.
G) B) and E)
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Three types of organization-building act...View Answer
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A) outsourcing, but depends on what can safely be delegated to outside suppliers.
B) joint ventures, which depend on how well the partners will work together.
C) strategic alliances, which should be selected as much for management style, culture, and goals as for their resources and capabilities.
D) learning-based collaborative partnerships for the purpose of learning how the partner does things, internalizing its methods, and thereby acquiring its capabilities.
E) promoting qualified people with the right know-how in a timely and cost-effective manner.
G) C) and E)
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A) Functional departments
B) Process and operations departments
C) Empowered employee departments
D) Divisional units performing major processing steps
E) Geographic organizational units
G) A) and B)
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A) generalized activities that will underscore the particulars of the company's situation.
B) some definitive managerial recipe for successful strategy execution that works for all company situations and all types of strategies, or that works for all types of managers.
C) a set of unimportant managerial tasks that must be covered no matter what the circumstances.
D) senior management's judgment about how to proceed in light of prevailing circumstances.
E) a high-end differentiation strategy for proficient implementation and execution.
G) B) and E)
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In executing strategy and conducting dai...View Answer
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A) It ensures that the right partners are included and the activities are coordinated.
B) It encourages a more effective collaboration and cooperation among partners.
C) It includes a hand-picked, integrated network of suppliers.
D) It is an arrangement of independent organizations involved in a common undertaking.
E) It established that no one firm has a central control over the others.
G) B) and E)
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A) Communicating the case for change
B) Directing resources to the right places
C) Building consensus for how to proceed
D) Establishing deadlines and measures of progress
E) Orchestrating the action steps and implementation sequence
G) D) and E)
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A) ongoing capacity to modify existing resources and capabilities to create new ones.
B) improvement evaluation process for eliminating waste in the firm.
C) functional and operating resources management process.
D) ongoing capability to understand and establish a rival commitment to resource alignment.
E) most compelling product or service a firm .
G) B) and D)
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A) usually much more important to good strategy execution than is assembling a capable top-management team.
B) important because the quality of an organization's people is always an essential ingredient of successful strategy execution.
C) more important during periods of rapid growth than during periods of crisis and attempted turnarounds.
D) an important organization-building element, particularly when it comes to transforming a competence into a core competence or distinctive competence.
E) easily the most critical aspect in building competitively valuable core competencies and capabilities.
G) A) and E)
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A) the company is challenging its current performance targets and whether value chain activities are fully integrated within the strategic response criteria.
B) managers are personally leading the change process and whether they are meeting deadlines set for budgetary requirements.
C) the company is meeting or beating its performance targets and whether it is performing value chain activities in a manner that is conducive to companywide operating excellence.
D) managers are fully behind the changes and whether the company's value chain managers are executing them diligently.
E) the company identifies what the organization must do and how to make the necessary internal changes.
G) B) and C)
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Basic tenets of centralized organization...View Answer
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A) is primarily the job of the company's board of directors since they direct the actions and policies of the top senior executives in executing the strategy.
B) is a task for every manager and the whole management team, but ultimate responsibility for success or failure falls upon the top senior executives, especially the chief executive officer of the company.
C) is primarily a responsibility of all company personnel because all personnel are active participants in the strategy execution process and their actions have a huge impact on the ultimate outcome.
D) should be delegated to a chief strategy implementer appointed by the chief executive officer.
E) is primarily a task for middle and lower-level managers because it is they who have responsibility for pushing the needed changes all the way down to the lowest levels of the organization.
G) A) and E)
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