Professional Documents
Culture Documents
KSOM
Business Model
Feedback
Feedback
Business Level Strategy Global Strategy Corporate Level Strategy Corporate Performance Implementing STM-2012 Strategy
Feedback
1 1
Vision
Mission
Values
Goals Objectives
Most specific
Strategic Direction
Plans
STM-2012
Miller - 1998
Greatest in 2 number
Vision
KSOM
Vision statement answers the question: What do we want to become? Components of a vision
Core ideology
Core values companys essential tenets Core purpose companys reason for being
Envisioned future
10-30 year BHAG aid long term vision Vivid description
Vision - Examples
KSOM
NTPC:
To be one of the worlds largest and best power utilities powering Indias growth.
KSOM:
To create an intellectual environment which would provide the countrys best educational preparation for a career of business leadership and support a faculty of acknowledged thought leaders who are also outstanding teachers.
Strategic Direction STM-2012 4
Mission
KSOM
Why the organization exists, or the purpose What differentiates the organization from others, or the identity; and The basic beliefs, values, and philosophy of the organization Business definition Key elements: Obligations the firm holds to its stakeholders; The scope of the business; Sources of competitive advantage; The organizations view of the future.
Strategic Direction STM-2012 5
Gasts Laws
KSOM
1. Produce a want-satisfying commodity or service, and continually improve its ability to meet needs. 2. Increase the wealth or quality of life of society through the economic use of labor and capital. 3. Provide opportunities for the productive employment of people. 4. Provide opportunities for the satisfaction of normal occupational desires. 5. Provide just wages for labor. 6. Provide a just return on capital.
Strategic Direction STM-2012 6
KSOM
Attract quality students; develop quality students; graduate quality students; and meeting the talent development requirements of networked organizations.
Strategic Direction
STM-2012
KSOM
To provide maximum economic return to our shareholders over the long term, and to contribute to the economic vitality and quality of life of our communities. We believe this is accomplished by providing an environment that encourages the individual potential of our employees and emphasizes the highest quality services for our customers.
Strategic Direction STM-2012 8
Law1
KSOM
Produce a want-satisfying commodity or service, and continually improve its ability to meet needs
Many businesses havent defined clearly what it is they do. The leaders dont know the business they are in. People expect the organization to continually improve its ability to satisfy the needs of its constituents.
Strategic Direction STM-2012 9
To provide the highest quality financial services for the individuals, businesses, and financial institutions that we serve, to provide maximum economic return to our shareholders over the long term, and to contribute to the economic vitality and quality of life of our communities. We believe this is accomplished by providing an environment that encourages the individual potential of our employees and that continuously improves out ability to serve our customers.
Strategic Direction STM-2012 10
Law 2
KSOM
Increase the wealth or quality of life of society through the economic use of labor and capital.
The organization must improve society in general, and the communities where it does business in particular. Workers and managers have an obligation to ensure that the organization produces high quality goods or services in a cost effective way.
Strategic Direction
STM-2012
11
To provide the highest quality financial services at a reasonable cost for the individuals, businesses, and financial institutions that we serve, to provide maximum economic return to our shareholders over the long term, and to contribute to the economic vitality and quality of life of our communities. We believe this is accomplished by providing an environment that encourages the individual potential of our employees and that continuously improves out ability to serve our customers.
Strategic Direction STM-2012 12
Law3
KSOM
Fairness
Challenges
Strategic Direction STM-2012 14
To provide the highest quality financial services at a reasonable cost for the individuals, businesses, and financial institutions that we serve, to provide maximum economic return to our shareholders over the long term, and to contribute to the economic vitality and quality of life of our communities. We believe this is accomplished by providing an environment that recognizes the people of Ace Bank as our greatest asset, that encourages the individual potential of our employees and that continuously improves out ability to serve our customers.
Strategic Direction STM-2012 15
Law4
KSOM
Strategic Direction
STM-2012
16
To provide the highest quality financial services at a reasonable cost for the individuals, businesses, and financial institutions that we serve, to provide maximum economic return to our shareholders over the long term, and to contribute to the economic vitality and quality of life of our communities. We believe this is accomplished by providing an environment that recognizes the people of Ace Bank as our greatest asset, that encourages maximizes the individual potential of our employees and that continuously improves out ability to serve our customers.
Strategic Direction STM-2012 17
Law 5
KSOM
Strategic Direction
STM-2012
18
To provide the highest quality financial services at a reasonable cost for the individuals, businesses, and financial institutions that we serve, to provide maximum economic return to our shareholders over the long term, and to contribute to the economic vitality and quality of life of our communities. We believe this is accomplished by providing an environment that recognizes the people of Ace Bank as our greatest asset, that encourages maximizes the individual potential of our employees and that continuously improves out ability to serve our customers, and that provides fair compensation to our employees, vendors, and subcontractors.
Strategic Direction STM-2012 19
Law6
KSOM
Strategic Direction
STM-2012
20
Strategic Direction
STM-2012
21
Values
KSOM
commonly held beliefs, mindsets, and assumptions that shape how work is done in an organization
Strategic Direction
STM-2012
22
Values
KSOM TCIL: To excel in providing communication solutions globally by anticipating opportunities in technology. The company also specifies the TCIL Waywhich the company employees pride as the reason why TCIL is such a high performer, in spite of being a Public Sector Undertaking (PSU) NTPC: COMIT (Customer focus, Organizational pride, Mutual respect and trust, Initiative and speed, Total quality.) KSOM: Everything KSOM does is guided by general principles and values it shares with KIIT University relating to integrity, excellence, community, individuality, diversity, and inclusiveness.
Strategic Direction
STM-2012
23
Goals
KSOM
Strategic Direction
STM-2012
24
Objectives
KSOM
Provide the measurable parameters for monitoring/evaluating the performance of the organization Quality, quality, cost and time dimension The eight areas Market standing, innovation, productivity, physical and financial resources, profitability, manager performance and development, worker performance and attitude, and public responsibility
Strategic Direction STM-2012 25
KSOM
Strategic Direction
STM-2012
26
Strategic Measures
* * * * * * ROCE Cash Flow Net Margin Full cost per gallon delivered to customer Volume growth rate Vs. industry Risk index
KSOM
Strong
CO UM SE TR -
* Share of segment in key markets * Mystery shopper rating * Dealer/distributor margin on gasoline * Dealer/distributor survey
* Non-gasoline revenue and margin per square foot * Dealer/distributor acceptance rate of new programs * Dealer/distributor quality ratings * * * * ROCE on refinery Total expenses (per gallon) Vs. competition Profitability index Yield index
I N T E R N A L
Delivered cost per gallon .Vs. competitors * Trading margin * Inventory level compared to plan & to output rate * Number of incidents * Days away from work
On Spec On time
L E & A G R R N O I W N T G H
* Quality index
Strategic Direction
STM-2012
27
KSOM
Strategic Direction
STM-2012
28
Plans
KSOM
Indicate the specific actions that will be taken by the organization in order to achieve the objectives. Specify the roles members of the organization will perform, the resource allocation across different organizational sub-units and departments, and prioritize and schedule the various activities.
Strategic Direction STM-2012 29