Notesale: Turn your study into money

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Strategic Lecture 4 - 20/10/14


Stakeholder: Anyone who has a key stake or interest in the company

Stakeholder mapping identifies stakeholder expectation – it identifies the
stakeholders and looks at the expectations and power
...


Stakeholders will depend on the size of the organisation, what kind of ownership
the firm has? Is it a public company? (i
...
on the stock market where people can
buy shares)

Common Organisational Types:
Public ownership of equity:
Non profit making – E
...
Help for Hero’s
State owned – E
...
CBBC
Mutual Ownership: E
...
Nationwide
Private (memberships/sole/equity) - E
...
Mars

Power/Interest Matrix:
Level of interest vs
...
g
...
Individuals can come together to have more power – e
...
the
key players that you need to keep sweet as they can block something a
company wants to do or smooth the past
...
s Level of Power
A – Minimal Effort
B Keep Informed -
Customers
Franchises
Employees
C – Keep Satisfied
D – Key Players
Community
Suppliers
Government

Questions Addressed with Stakeholder mapping… (See Slide)

E
...
Lego ends shell partnership following Greenpeace Campaign – on the back of
the viral video which was a parody of the Lego film
...

Greenpeace were high interest lower power they decided to do more about it
and moved into the key players: high interest, high power
...
Could be power to enter new markets or new
product development routes
...


Sources of Power within an organisation… see slide

Its about managing conflicts and expectations

Culture

Culture can interlink with different things i
...
historical influences

Strategic Drift: When a company has allowed its culture to get in its way of future
development – it has drifted
...
E
...
Kodak
...
You see that happen time and time again
where its culture and the way its operates really holds the company back
...

It allows you to avoid what happened recently if its failed, you can question
things from the past, and allows you to protect
...
If your trying to move things forward you
may have to adapt your culture towards that
...

- Historical narratives

Culture in 4 layers:

-

Values -
- Beliefs - Attitudes
- Behaviours – What we do
- Paradigms (taken for granted assumptions) “just the way we do things”


The paradigm
based on collective experience
informs what people do
And influences how organisations respond to change

Culture’s Influence on Strategy Development: See slide

The cultural web of an organisation: If you want to understand the culture of the
organisation look at the cultural web and they will all direct you to the paradigm
...

Offices, Uniforms, Parking
Etc…

Power Struture: Where does the power reside?
Who makes things happen?
Indicators include:…
...
see slide

Control sytems:
How many in place, How closely monitored and controlled, about trying to
demonstrate how much free ability individuals have – how much punishment
...
It can stop people
taking creative risks in the right places

Routines and Rituals:
Dress down days etc
...
g
...
It’s about an open
environment and generating ideas
...
g
...



Charles Chocolate – case study

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