Charting a company’s direction. Its vision, mission, objectives, and strategy. (Chapter 2) презентация
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- 3. WHAT DOES THE STRATEGY-MAKING, STRATEGY-EXECUTING PROCESS ENTAIL? Developing a strategic vision,
- 5. A company’s strategic plan lays out its future direction, performance targets,
- 6. STAGE 1: DEVELOPING A STRATEGIC VISION, A MISSION STATEMENT, AND A SET
- 7. A strategic vision describes management’s aspirations for the future and delineates
- 9. Examples of Strategic Visions—How Well Do They Measure Up?
- 10. Examples of Strategic Visions—How Well Do They Measure Up?
- 11. Examples of Strategic Visions—How Well Do They Measure Up?
- 12. Examples of Strategic Visions—How Well Do They Measure Up? For
- 13. COMMUNICATING THE STRATEGIC VISION Why Communicate the Vision: Fosters employee commitment
- 14. An effectively communicated vision is a valuable management tool for enlisting
- 15. PUTTING THE STRATEGIC VISION IN PLACE Put the vision in writing
- 16. WHY A SOUND, WELL-COMMUNICATED STRATEGIC VISION MATTERS It crystallizes senior executives’
- 17. DEVELOPING A COMPANY MISSION STATEMENT The Mission Statement: Uses specific language
- 18. The distinction between a strategic vision and a mission statement is
- 19. THE IDEAL MISSION STATEMENT Identifies the firm’s product or services. Specifies
- 20. LINKING THE VISION AND MISSION WITH CORE VALUES Core Values Are
- 21. A firm’s core values are the beliefs, traits, and behavioral norms
- 22. Patagonia, Inc.: A Values-Driven Company Patagonia’s Mission Statement Build the best
- 23. Patagonia, Inc.: A Values-Driven Company Patagonia’s Core Values How do Patagonia’s
- 24. STAGE 2: SETTING OBJECTIVES The Purposes of Setting Objectives: To convert
- 25. CONVERTING THE VISION AND MISSION INTO SPECIFIC PERFORMANCE TARGETS
- 26. Objectives are an organization’s performance targets—the specific results management wants to
- 27. A company exhibits strategic intent when it relentlessly pursues an ambitious
- 28. CHARACTERISTICS OF STRATEGIC INTENT Indicates firm’s intent to making quantum gains
- 29. THE IMPERATIVE OF SETTING STRETCH OBJECTIVES Setting stretch objectives promotes better
- 30. THE NEED FOR SHORT-TERM AND LONG-TERM OBJECTIVES Short-Term Objectives: Focus attention
- 31. Financial objectives relate to the financial performance targets management has established
- 32. WHAT KINDS OF OBJECTIVES TO SET Financial Objectives Communicate top management’s
- 33. SETTING FINANCIAL OBJECTIVES
- 34. SETTING STRATEGIC OBJECTIVES
- 35. The Balanced Scorecard is a widely used method for combining the
- 36. THE NEED FOR A BALANCED APPROACH TO OBJECTIVE SETTING A balanced
- 37. GOOD STRATEGIC PERFORMANCE IS THE KEY TO BETTER FINANCIAL PERFORMANCE Good
- 38. SETTING OBJECTIVES FOR EVERY ORGANIZATIONAL LEVEL Breaks down performance targets for
- 39. Examples of Company Objectives Walgreens, Pepsico, Yum! Brands Which company included
- 40. STAGE 3: CRAFTING A STRATEGY Strategy Making: Addresses a series of
- 41. STRATEGY MAKING INVOLVES MANAGERS AT ALL ORGANIZATIONAL LEVELS Chief Executive Officer
- 42. In most companies, crafting and executing strategy is a collaborative team
- 43. WHY IS STRATEGY-MAKING OFTEN A COLLABORATIVE PROCESS? The many complex strategic
- 44. A FIRM’S STRATEGY-MAKING HIERARCHY
- 46. Corporate strategy is strategy at the multi-business level, concerning how to
- 47. UNITING THE STRATEGY-MAKING HIERARCHY
- 48. A company’s strategy is at full power only when its many
- 49. A STRATEGIC VISION + OBJECTIVES + STRATEGY = A STRATEGIC PLAN
- 50. STAGE 4: EXECUTING THE STRATEGY Converting strategic plans into actions requires:
- 51. MANAGING THE STRATEGY EXECUTION PROCESS Creating a strategy-supporting structure. Staffing the
- 52. MANAGING THE STRATEGY EXECUTION PROCESS (CONT’D) Installing information and operating systems
- 53. STAGE 5: EVALUATING PERFORMANCE AND INITIATING CORRECTIVE AJUSTMENTS Evaluating Performance: Deciding whether
- 54. A company’s vision and mission, as well as its objectives, strategy,
- 55. THE ROLE OF THE BOARD OF DIRECTORS IN CORPORATE GOVERNANCE Obligations
- 56. ACHIEVING EFFECTIVE CORPORATE GOVERNANCE A strong, independent board of directors: Is
- 57. Effective corporate governance requires the board of directors to oversee the
- 58. Corporate Governance Failures at Fannie Mae and Freddie Mac Why
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