NVB Strategie-implementatie en verandering

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1 NVB Strategie-implementatie en verandering Dr. Jeroen van der Velden Associate professor Strategy alignment Co-director Strategy center Nyenrode Business Universiteit Dr. Jeroen van der Velden Associate Professor in Strategy Co-director Strategy Center Strategisch adviseur

2 Topics Strategie en waarde Strategisch alignment Strategische verandering Samenwerken What does strategy mean to YOU? 2

3 Wat is strategie? Direction Scope Resources Long term Direction Competitive Scope Stakeholders Resources Organization advantage Competitive advantage Environment Stakeholders Long term Environment Organization Ambition Position Strategic implementation and execution Dynamics *) Johnson & Scholes, 1984, 2015 Exploring Corporate Strategy Wat is strategie? Mission (Ongoing Principles) Current State Future State Future State Future State Target (Short-Term Aim) Objective (Medium-Term Aim) Vision (Long-Term Aim) Time Horizon Horizon 1 Horizon 2 Horizon 3 B. De wit ea,

4 Hoe gaat U om met uw concurrenten? DE BESTE ZIJN UNICITEIT Porter, 1985 Hoe gaat U om met uw klanten? INKOMSTEN BEHOEFTENBEPALERS 4

5 Wat creëert waarde? Porter, 1985 Outside in omgevingsgericht Oplossing op zoek naar probleem Probleem op zoek naar oplossing Resource based Inside out 5

6 STRATEGY ALIGNMENT We leven niet in tijdperk van verandering maar in een verandering van tijdperken Rotmans,

7 Verschuiving in werk 82. 1,8% Architects % Electrical and Electronics Engineering Technicians % Manufactured Building and Mobile Home Installers % Plumbers, Pipefitters, and Steamfitters % Helpers Pipelayers, Plumbers, Pipefitters, and Steamfitters % Installation, Maintenance, and Repair Workers, All Other % Brickmasons and Blockmasons 78. 1,7% Architectural and Engineering Managers Denk in arena s niet in industrieen Mcgrath,

8 Bouw of IT-project? Is your company aligned? 8

9 Strategic alignment B. De wit ea, 2014 Wicked problems Veel van de vraagstukken we in onze organisaties te maken hebben zijn complex van aard, we spreken van Wicked problems. Kenmerken daarvan zijn. Hoge Complexiteit Onzekerheid (Black swans) Ambiguiteit Er is vaak sprake van interferentie tussen problemen Conflict Sociaal politieke elementen spelen een rol 9

10 Strategie en context 10

11 Areas of Strategic alignment Planned or emerging Planned emerging Structure Processes Culture Build on stability Build for change Focus on the future: increase adaptability The ability to learn faster than your competitors may be the only sustainable competitive advantage Arie de Geus Planning as Learning, HBR

12 STRATEGY IMPLEMENTATION Planned or emerging change? 75 % of all change is spontaneous (Homan, 2004)) 70 % of all planned strategy implementation projects fails (Boonstra, 2002) 24 Mintzberg,

13 Order of change? 1st order 2nd order 3rd order 25 Magnitude of change Type of innovation Take down Keep Renew Adapt Routines Market, culture and organization Routines and processes Renew Routines, ICT and processes Market, culture and competences Routines and processes ICT and products Transform Almost everything Almost nothing Markets and products Services and processes Identity and meaning Boonstra,

14 Planned versus emergent change strategy Power strategy Systematic strategy Negotiation strategy Program strategy Interactive strategy Push Move Negotiate Pull Explore Managed top down Goal directed Formal power Force No participation Initiated top down Goal directed Expert power Rational More parties involved Result driven Position power Negotiation Participative Problem oriented Indirect power Normative Interactive Future oriented Power of Imagination Dialogue Interactive Het belang van samenwerken en netwerken 14

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