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H. Igor Ansoff: Product-Market Matrix Product Development Diversification Market Penetration Market Development Market Product CurrentNew Current New.

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1 H. Igor Ansoff: Product-Market Matrix Product Development Diversification Market Penetration Market Development Market Product CurrentNew Current New

2 Hubert Saint-Onge: Learning and Change Matrix RestlessnessTarget Zone Functional Mayhem Change Learning Low High Low High

3 SSpecificThe right goalCChallenging MMeasurablePPostetively stated LLegal AAttainableUUnderstoodEEnviromentally sound RRealisticRRelevantAAgreed TTime phasedEEthicalRRecorded The John Whitmore Model, The right goal

4 Mission Formål og målsætning Vision, værdier og forventninger Strategi- formulering Alternativer Vurdering og valg Strategisk kontrol Strategi- implementering og planlægning Situationsanalyse Omgivelser: muligheder og trusler Organisations- ressourcer og kvalifikationer Police og forretningsorden Strategisk management Hvorfor?Hvad?Hvordan?Retningslinjer

5 ISTJ Responsible Executors ISFJ Dedicated Stewards INFJ Insightful Motivators INTJ Visionary Strategists ISTP Nimble Pragmatics ISFP Practical Custodians INFP Inspired Crusaders INTP Expansive Analyzers ESTP Dynamic Mavericks ESFP Enthusiastic Improvisors ENFP Impassioned Catalysts ENTP Innovative Explores ESTJ Efficient Drivers ESFJ Commited Builders ENFJ Engaging Mobilizers ENTJ Strategic Directors Myers-Brigss Type Indicator

6 Stakeholderkort Magt Legitimitet Presserende behov Dominerende stakeholder Passiv Stakeholder Diskret Stakeholder Krævende stakeholder Afhængige Stakeholder Definitive Stakeholder Farlige Stakeholder

7 Koordinator Afslutter Opfinder Specialist Holdkammerat Overvåger Udfører Skaber Ressource- opdager Menneskelige roller Intellektuelle roller Beslutningsroller  Belbins teamroller

8 OrganicMechanistic Specialized differentiation and definition of tasks in the organization Hierarchical supervision and reconciliation of problems Precise definition of job responsibilities, methods, rights and obligations. (Perceived) location of superior knowledge at the top of the hierarchy. Vertical interaction of individuals between subordinate and superiors. Insistence on loyalty to organization and obedience to superiors. More prestige attached to job than to general knowledge, experience and skills. Contributive nature of special knowledge to the total concerns of the total concerns of the organization. Redefinition of tasks and responsibilities through interaction with others. Commitment to the organizations beyond any technical/precise definition; such commitment more valued than loyalty. Network structure of control, authority and communication. Omniscience not imputed to senior executives; knowledge located anywhere in the organization and this location may become centre of authority for given issue. Lateral, rather than vertical, direction of communication. Communication consists of information and advice rather than instructions and decisions. Mechanistic vs. Organic Managementstyle

9 The Four Types of Cooperation Tools  Vision  Folklore  Religion  Rituals  Tradition  Demorazy  Apprenticeship  Strategic planning  Measurement systems  Standard operating procedures  Training  Transfer pricing  Financial incentives  Hiring and promotion  Control systems  Threats  Coercion  Fiat  Role definition  Negotiation  Role modelling  Salesmanship  Charisma Leadership Tools Culture Tools Power Tools Management Tools Broad consensusNo consensus Broad consensus No consensus Extent to which people agree on cause and effect Extent to which people agree on what they want

10 The Conversion Model of Brand Loyalty Secure usersVulnerable users Open non-usersUnavailable non-users ShallowConvertible Available AverageEntrenched WeaklyAmbivalentStrongly Competitive brands Floating voters Your brand

11 NY KAOS GAMME L ORDEN Innovation s- feltet Thinking outside the box

12 KONSTRUKTIV DESTRUKTIV POSITI V NEGATI V ”Ja, og …” ”Nej, fordi …” ”Ja, men …” ”Nej! ” The AI Model

13 EGOISTISK ALTRUISTISK ARVETTJENT Børn af rige forældre Gamle penge Brugt på … Tjent på … Nouveau riche Green SUV’ers Vinderne findes på denne side Statusmodellen


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