CHAPTER 8 ENUMERATION

Question 1

Committing to Executing Strategy

Answer 1

• Entails figuring out the specific techniques, actions, and behaviors necessary for a smooth strategy supportive operation
• Following through to get things done and deliver results.
• Making things happen (leadership) and making them happen right (management).

Question 2

Building An Organization Capable Of Good
Strategy Execution (3 KEY ACTION )

Answer 2

STAFFING, DEVELOPING, STRUCTURING

Question 3

Acquiring, Developing, And Strengthening Key Resources And Capabilities

Answer 3

Approaches to Build Building and Strengthening Capabilities
- Develop capabilities internally
- Acquire capabilities through mergers and acquisitions
- Access capabilities via collaborative partnerships

Question 4

Developing
Capabilities
Internally

Answer 4

Managerial Actions to Develop Competencies and Capabilities
- Strengthen the firm’s base of skills, knowledge, and intellect
- Coordinate and integrate the efforts of work groups and departments

Question 5

Setting Stretch Goals: From Capability To Competence

Answer 5

• Thinking strategically about a firm’s knowledge and skills base
• Setting a stretch goal of developing an organizational ability to do something well
• Evolving the ability into a competence or capability by performing it well and at an acceptable cost
• Thinking strategically about a firm’s opportunities and challenges
• Refreshing, updating, and upgrading competencies and capabilities as necessary to gain and maintain competitive advantage

Question 6

Acquiring Capabilities Through Mergers And Acquisitions

Answer 6

A Question of Market Opportunity
A Question of Competitive
A Question of Successful Integration

Question 7

Accessing Capabilities Through Collaborative Partnerships

Answer 7

• Outsource the function requiring the capabilities to a key supplier or another provider
• Collaborate with a firm that has complementary resources and capabilities
• Engage in a collaborative partnership for the purpose of learning how the partner does things

Question 8

Aligning The Firm’s Organizational Structure With Its Strategy

Answer 8

Structure Is Aligned with Strategy When:
- Its design contributes to the creation of value for customers.
- Its parts are aligned with one another and also matched to the requirements of the strategy.
- It lowers operating costs through lower bureaucratic costs and operational efficiencies.

Question 9

Determining How Much Authority To Delegate

Answer 9

Organizational Approach to Decision-Making
* Centralized Decision Making
* Decentralized Decision Making

Question 10

Capturing Cross-business Strategic Fit In A Decentralized Structure

Answer 10

Capturing Cross-Business Strategic Fit
- Enforcing close cross business collaboration to avoid duplication of effort
- Centralizing related functions requiring close coordination at the corporate level

Question 11

Facilitating Collaboration With External Partners
And Strategic Allies

Answer 11

Creating a Network Structure
1. Strategic alliance
2. Outsourcing arrangements
3. Joint ventures
4. Cooperative partnerships

Question 12

Further Perspectives On Structuring The Work Effort

Answer 12

Matching Structure to Strategy
- Pick a basic organizational design that matches structure to strategy
- Supplement design with appropriate coordinating mechanisms
- Institute collaborative networking and communication arrangements