SBL Models

The Cultural Web

• Rituals and routines

• Stories

• Symbols

• Power structures

• Organisational structures

• Control systems

Mintzberg’s 5 components

• Strategic apex

  Full-time top managers

• Operating core

  The operating group that makes products or delivers services

• Middle line

  The hierarchy between apex and core (middle management)

• Techno-structure

  Directed towards standardisation of the work (staff)

• Support staff

  Indirect support of the operating core

Mintzberg’s 5 organisation structures

• Simple structure

  Centralised. Power from the strategic apex.

• Machine bureaucracy

  Strong techno-structure. Common in mass manufacturing.

• Professional bureaucracy

  Similar to machine bureaucracy but bureaucracy is imposed by external standards (e.g. law). Strong operating core.

• Divisionalised form

  Small central core. High autonomy. Strong middle-line.

• Adhocracy

  Task or project based. Respond quickly to changing demands.

Caroll’s CSR Pyramid

Top to bottom (most important at bottom)

• Philanthropic

• Ethical

• Legal

• Economic

Schwartz and Caroll’s CSR intersecting circles

All equally important. Venn diagram.

• Moral

• Economic

• Legal

CSR Concentric circles

Inner to outer

• Philanthropic

• Ethical

• Legal

• Economic

Three-part model by JS&W

• Strategic analysis

  Impact of internal & external environment

• Strategic choice

  Identifying best strategies for an organisation and methods to pursue them

• Strategic implementation

  Practicalities of forming and implementing strategy

Porter’s diamond

Why some countries are more competitive than others

1. Factor conditions

   • Non-key (raw materials & unskilled labour)

   • Key (intellectual capital & innovation through R&D)

2. Demand conditions

3. Strategy, structure and rivalry

   • Strategy (long-term vs short-term)

   • Structure (typical management styles)

   • Rivalry (intense competition drives innovation?

4. Related and supporting industries

TCFD Framework for scenario analysis

1. Ensure governance is in place

2. Assess materiality of risks across different areas (Legal, reputation, tech)

3. Identify and define a range of scenarios

4. Evaluate business impacts

5. Identify potential responses

6. Document and disclose

Porter’s five competitive forces

1. Threat of new entrants

2. Threat of substitutes

3. Bargaining power of suppliers

4. Bargaining power of customers

5. Rivalry among current competitors

5M Approach to Resources

1. Manpower

2. Money

3. Machinery

4. Materials

VRIN Model

Assessing the strategic capabilities of an organisation to determine whether they can lead to a sustainable competitive advantage

• Value of strategic capabilities

• Rarity

• Inimitability

• Non-substitutability

The 7 Ps (marketing)

• Product

• Price

• Promotion

• Place

• People

• Processes

• Physical evidence

BCG Matrix

• High Share + High Growth = Cash in balance (Star)

• High Share + Low Growth = Cash generator (Cash cow)

• Low Share + High Growth = Cash user (Problem child)

• Low Share + Low Growth = Cash in balance (Dog)

Public sector portfolio matrix

Ability to serve effectively & Public need and support + funding attractiveness

• High ability + high support = Public sector star

• High ability + low support = Golden Fleece

• Low ability + high support = Political hot box

• Low ability + low support = back drawer issue

TARA

Approach to risk

• High impact, low likelihood = transfer

• High impact, high likelihood = avoid

• Low impact, high likelihood = reduce

• Low impact, low likelihood = accept

Four lines of defence - assurance

• External audit

• Internal audit

• Broader control framework

• Day-to-day management of risks

Five-Layer Model - IT Infrastructure

1. E-business services-application layer (CRM, Data mining etc)

2. System software layer (Web solutions, networking software etc)

3. Transport or network layer (Physical network and transport standards)

4. Storage-physical layer (Permanent storage, RAM)

5. Content and data layer (web content, customer data)

Asset Turnover Ratio

Revenue / Capital Employed

Baldrige model - organisational value

1. Leadership

   • Senior leadership

   • Governance and CSR

2. Strategy

   • Strategy development

   • Strategy implementation

3. Customers

   • Voice of the customer

   • Customer engagement

4. Measurement, analysis and knowledge management

   • How do you measure, analyse and then improve organisational performance

   • How do you manage your organisational knowledge assets, information and informational technology infrastructure

5. Workforce

   • How to build effective and supportive workforce environment

   • How to enhance workforce to achieve high performance

6. Operations

   • How to design, manage and improve your key products and work processes

   • How to ensure effective operational management

7. Results

   • Product performance and process effectiveness

   • Customer focused performance results

   • Workforce focused results

   • Senior leadership and governance results

   • Financial and marketplace performance results

Evaluation:

First 6 (one of the following descriptors):

• Reactive

• Early

• Mature

• Role model

Category seven (the following questions?):

• Levels

• Trends

• Comparisons

• Integration (decision making)

Four view model of processes

• Organisation

• Information technology

• People

• Proces

Lewin’s three stage model

1. Unfreezing (preparing for change)

2. Changing (implementing change)

3. Freezing (emphasise reinforcement of the new state)

Balogun and Hope Hailey’s context for change

• Time

• Scope of change

• Preservation

• Diversity of experience

• Capability of management

• Capacity for change

• Readiness for change

• Power for change