Transcript Strategy Executive Coaching - bridges
Slide 1
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 2
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 3
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 4
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 5
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 6
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 7
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 8
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 9
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 10
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 11
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 12
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 13
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 14
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 15
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Email
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 2
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 3
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 4
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 5
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 6
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 7
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 8
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 9
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 10
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 11
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 12
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 13
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 14
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !
Slide 15
The Q-Strategy
• Q-ships
- freighters and trawlers
- with heavy concealed weaponry
• Q-cars
- look ordinary
- turbocharged
• Q-strategies
- combine old and new concepts
- accelerate them
The Q-Strategy
•
Quorum, specific to
- the CEO/entrepreneur
- the leadership team
•
Qoogol method, based on
- innumerable questions
- eclectic tools & techniques
•
Quartenary, integrating four strategy schools
- positional & entrepreneurial
- cultural & power
Q-Value
• Quality delivered
• Quickly without
• Quibble
Conventional Strategies
• reflect good ideas, solid analysis
• often fall short of expectations
Why ?
Why?
• Markets
• Competitors
• Your own managers and workforce
do not always cooperate!
Concept example
Porter’s Generic Value Chain (1985)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Primary Activities
Marketing
& Sales
Service
Implications
• Focus on core competencies
• Compete on the industry’s value curve
• Avoid the middle and strive for
- cost leadership or
- premium quality
cf. Acknowledgements
Modified Generic Value Chain
Physical Assets (plant, technology, workforce)
Financial Assets
Supply Chain
Management
Operations
Channel
Management
CRM
Modified Generic Value Chain
Implications
• dynamic strategy
• compete on new value curves
• organizational and cultural alignment
cf. Acknowledgements
The Transformation Flywheel
TRANSFORMATION
Leadership and
Strategy Drivers
Cultural and Organizational
Alignment
cf. Acknowledgements
The Q-Value Creation Flywheel
Q-Value
New
Core Competency
Drivers
Strategic
Alignment
Acknowledgements
This presentation and specifically the modified value chain and the
flywheels are based on the work of a team whose members were
(2003):
• Zeki Bali, Dipl. Ing., former CEO of a Black & Decker subsidiary
• James Hamilton, M.I.T. MBA, former CEO of BFS GmbH
• Prof. Dr. Harald Müllich, Munich University of Applied Sciences
• Heiko Seitz, IESE MBA, Helios Fellow at British Petroleum (BP)
BridgeS E C - Strategy Executive Coaching
www.bridges-ec.com
Address
Artur-Kutscher-Platz 1, D-80802 Munich
15698 Hwy 176, Newberry, S.C. USA
Phone
[email protected]
+49 +89 27 35 94 04
+001 +803 276 6870
Act now !