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Summary Index for CPA Australia Program Global Strategy and Leadership GSL
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Comprehensive Index for CPA Australia program Global Strategy and Leadership GSL
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SEM 1, 2023Index for CPA Global Strategy and Leadership (GSL)
Keyword Definition Page Reference
6 Paradoxes Of Leading Innovation Leaders balance between unleashing individual talent and harnessing collective talent M4:286
Presents implementation as interconnected and complex as it shows that, for the implementation process to unfold as planned, a number of
7-S framework (McKinsey 7-S framework) Chapter 6.2 (p.364)
issues and activities have to be engaged with simultaneously
Accelerate Strategic and Organisational Success Factors for Innovation M4:210
Accessibilty Characteristics of effective performance measures M3:177
Provides temporary access to goods and services traditionally only available through purchase which includes ‘sharing-economy’ disruptors,
Access-Over-Ownership Model M3:177
which take a commission from people monetising their assets (home, car, capital) by lending them to ‘borrowers’ (E.g. Airbnb)
Accounting Issues Associated With Market
M4:277
Expansion
Acquisition When 1 organisation buys another and ends up controlling it Chapter 4.6 (p.270)
Using IT to analyse data more quickly and thoroughly than is possible using conventional statistical techniques, identifying more business
Advanced Data Analytics - Productising opportunities and adjusting service delivery intelligently in response to learning. These technologies can help professional services firms in Chapter 4.4 (p.240)
particular to decouple from the traditional fee- per-hour business model
Advertising The free model M7:436
Affective Computing/Emotion AI - Technology These platforms combine AI, human-centred design techniques and even technologies currently being used in neurological research to enable
Chapter 2.3 (p.105)
Factors (Steeple) organisations to ‘understand’ a human’s emotional state and the context behind it and can therefore respond appropriately.
After-sales service The key steps of a generic new product development process M4:227
Agile Refers to a project management and software development approach in which teams deliver projects or outputs in regular increments. Chapter 6.4 (p.393)
Organisations that can change quickly to respond to changes in the external environment, market changes, technology changes or changes by
competitors
Agile Organisations Chapter 7.5 (p.465)
Figure 7.14 - the organisation as machine and as organism;
Figure 7.15 - key characteristics of agile organisations
Aisle Concessions Sales Cirque du soleil key factors of competition
Aligning Vision, Mission, Values, Goals And
M5:297
Strategy
Ambient Experience - Technology Factors
Technology is fully integrated into the environment and human technology interaction is natural, constant and organic M2:105
(Steeple)
Ambiguity M&A guidelines M4:273
Analysis of future capital needed M&A guidelines M4:273
Analytics Can be used to review multiple sources such as company report, news and social media sites M2:74
Animal Shows Cirque du soleil key factors of competition
This model considers products and markets (customer or geographic) on the basis of whether they already exist or are new for the
Ansoff Product/Market Matrix Chapter 4.1 (p.214)
organisation and the relative implementation risk of these options for the organisation
Anthropologist IDEO's 10 faces of innovation personas M4:287
Applicability Characteristics of effective performance measures M3:177
Appraising Resources And Capabilities M3:177
Indirect selling, export management organisations and trading organisations, direct selling, direct selling via the internet, indirect selling via the
Approaches To Exporting Chapter 4.6 (p.264)
internet
Approaches To Make Decisions Command, Collaborative, Concensus, Convenience M1:54
Architectural
Arguments In Support Of And Against
M1:40
Leadership
Using IT to support professional decision making and AI involves using algorithms to perform work that traditionally requires an element of
Artificial Intelligence (AI) Chapter 4.4 (p.240)
human judgement. AI can either replace human labour or work alongside it to make it more efficient or higher quality
Asia–Pacific Economic Cooperation (APEC) M4:292
Aspire Strategic and Organisational Success Factors for Innovation M4:210
Asset Sharing income from their assets, e.g. sharing economy M7:455
Augmented And Virtual Reality - Technology
Augmented and virtual reality technology is extending human-centric experience M2:105
Factors (Steeple)
Australian government organisation that offers assistance to Australian companies looking to develop export markets and to foreign entities
Austrade M4:292
wanting to establish trade within Australia
Authority - Obedience Manager Focuses on efficiency of tasks and operations Chapter 1.6 (p.38)
The use of technology to do work conventionally performed by humans or to create new products and services without the use of human
Automation Chapter 7.1 (p.420)
labour. It is often intended to reduce costs and improve production efficiency.
Using IT to perform aspects of service creation and delivery that would traditionally be performed by human labour and tasks that can be
Automation - Productising Chapter 4.4 (p.239)
clearly described by rules lend themselves to automation
Backward Integration Moving up the system which involves either acquiring control of suppliers or developing new supply operations Chapter 4.6 (p.271)
Organised around four distinct perspectives that balance short- and long-term performance, external and internal performance, financial and
Chapter 3.4 (p.179)
Balanced Scorecard (BSC) Approach non-financial performance, and different stakeholder perspectives.
M6:396
(Also on module 3) - example 6.10 Qantas BSC metrics
Balancing Stability And Change M1:47
Barter The free model M7:436
Basis Of Competition Demand, Choice, Price, Costs, Current and Potential Risks M2:129
BCG Product Matrix Question Mark, Star, Dog, Cash Cow M3:166
Behavioural - Market Segmentation Usage level and brand loyalty M2:126
Behavioural Approach - Leadership Theories Suggests that leaders can be trained, as opposed to the traits approach, which assumes that leaders are born Chapter 1.6 (p.37)
Systematically identifying the processes and performance outcomes of an organisation with those of its competitors as well as comparing
Chapter 3.4 (p.178)
Benchmarking processes and outcomes within the organisation itself, in the constantly changing business environment
Chapter 3.6 (p.191)
The process of comparing one’s processes and performance to those of other companies
Benefits Of Globalisation Cost, Timing, Learning, Arbitage M1:36
Best Management Practice (BMP) An organisation that produces best practice methodologies and publications in relation to management M6:389
An all-encompassing term for the volume, velocity and variety of data with the majority of this data coming from 3 sources: social data (E.g.
Chapter 2.1 (p.73)
Big Data Likes, comments, and shares), machine data (E.g. Scanners, logs and tracking) and transactional data (E.g. invoices and receipts)
Chapter 6.2 (p.374)
The vast data sets generated by internet-connected devices
Blake And Mouton Leadership Grid Country club manager, Team manager, Impoverished manager, Authority-obedience manager, Middle-of-the-road manager M1:37
This involves using all means available to inhibit the disruptor which can include claiming patent or copyright infringement, erecting regulatory
Block Strategy hurdles, and using other legal barriers (E.g. Taxi companies employed a block strategy to attempt to block the ease with which Uber could Chapter 7.4 (p.456)
enter the market and use the same market practices, such as using defined taxi ranks).
Blockbuster Vs Netflix M1:4
Blockchain - Technology Factors (Steeple) Technology to establish security and trust on a distributed network M2:105
High-value and high-effort options require time and resources but have great potential to create high value for the organisation, including the
Blood, Sweat And Tears Chapter 5.3 (p.315)
possibility of focusing on fewer options because of the extensive effort needed to realise each option
Is about finding or creating marketplaces where there is little or no competition and is deeply rooted in innovation (E.g. Cirque du Soleil, female
health club Curves, and Yellow Tail wines)
Chapter 3.3 (p.175)
Blue Ocean Strategy Emphasises the creation of new, undiscovered markets through activities to innovate an organisation’s product and service offering and the
Chapter 4.5 (p.244)
uncontested space ‘blue oceans’, as compared with the ‘red oceans’ where organisations compete against the factors identified as the basis of
competition for an industry
Develop the as is value curve and strategy canvas, exploration of opportunities to change the factors of competition, use of the four actions
Blue Ocean Strategy Process M4:247
framework, creation of the to be strategy canvas, test of the strategy
The levers against which to test whether there are opportunities to change the experience at each stage of the buyer experience against each
Blue Ocean strategy utility levers Chapter 4.5 (p.245)
of the 6 utility levers.
Boston Consulting Group (BCG) product Serves as a useful tool for assessing the organisation’s products in terms of market growth and its market share, making it easier to identify
Chapter 3.3 (p.165)
matrix the position of all services and products and how they contribute to the firm
Brand Brand Collapse M5:323
Brownfield Site M4:269
Business Analytics For Evaluatioin Of
Patterns in data are identified through statistical modelling and algorithms M5:318
Strategic Options
Business Analytics, For Risk Assessment Probability analysis and stress testing M5:326
Allows the investigation of a new form of organisation that shows promise in achieving shared purposes, sharing value among many
contributors, and in bringing the benefits of technology to a range of people, cultures and problems far beyond what earlier systems have Chapter 7.2 (p.431)
Business Ecosystem
achieved Chapter 7.4 (p.426,449)
Used to describe the community of organisations, institutions, and individuals that impact the organisation.
Business Ethics The study of the rules of conduct, basic values and ethical principles of an organisation and its practices. Chapter 1.7 (p.55)
Business Impact Assessment Analyses the impact of the change on the organisation to determine where the impact will be the heaviest Chapter 6.3 (p.381)
Business Incubator A company that provides services, resources, networking, advice and mentorship to start-ups to help them become viable businesses Chapter 7.5 (p.471)
Business Intelligence (BI) New approaches to gathering information and when integrated into decision making, Chapter 2.1 (p.73)
, A way of representing and communicating how an organisation creates and delivers value and makes explicit the assumptions it is making
Chapter 1.4 (p.27)
Business Model and testing about the economic logic of the model
M7:427
Explains how a business works and the economic logic behind it
Helps decision makers in organisations conduct structured, tangible, and strategic conversations to map existing or create new business
models as part of strategy development. Chapter 1.4 (p.29)
Business Model Canvas
Presents nine elements through which businesses make their product or service, present a customer value proposition to the market and Chapter 7.2 (p.428)
manage the experience of customers.
A source of substantial value creation and a way to effectively react to uncertainty and rapid change in the business environment and it also
Business Model Innovation Chapter 7.6 (p.427,472)
has more potential to create a sustainable competitive advantage than product or service innovation
Business Models And Strategy M7:426
Business Strategy For individual businesses or each area of business into which the organisation has diversified Chapter 1.4 (p.21)
The customer journey from when and how a customer finds out about and purchases the product or service, how they get it, how they use it,
Buyer Experience Cycle whether they need other products/services to use it, how they maintain it and how they dispose of it is explored in detail Chapter 4.5 (p.245)
Purchase, delivery, use, supplements, maintenance, disposal
Buyer Utility Map Buyer experience cycle vs utility drivers. red dots show current industry focus is, with Blue Ocean opportunities identified by blue dots M4:246
Capabilities What the firm can do Chapter 3.6 (p.187)
Originally developed to assist in the development of software but it evolved to become a useful tool in describing the overall capability and
Chapter 1.4 (p.20)
Capability Maturity Model (CMM) maturity of an organisation according to 5 levels
Levels: 1) Initial 2) Repeatable 3) Defined 4) Managed 5) Optimised
Caregiver IDEO's 10 faces of innovation personas M4:287
Caretakers - Leadeship Styles Help an organisation move from the growth phase into the maturity phase Chapter 1.7 (p.50)
Products and services with large market share in low-growth industries and are considered attractive due to their large generation of cash and
Cash cows Chapter 3.3 (p.167)
little need for investment
The degree to which authority to make decisions is concentrated in one or a few roles or positions in head office or one country as opposed to
Centralisation when it is decentralised and local managers have the authority to make decisions about their part of the organisation, including how it should Chapter 6.2 (p.369,372)
operate strategically.
Centralised organisation Has many levels of management, vests decision-making authority at the top, has narrow spans of control and is consequently hierarchical Chapter 6.2 (p.372)
Competition, distribution, macroeconomic, socio-economic, financial, legal, physical, political, sociocultural, labour, technological, localisation
Challenges Of Globalisation M1:33
vs standardisation
A straightforward process made up of 2 chronological activities 1) setting the basic, long term goals of an organisation, implementing courses
Chandler (1962) M1:8
of action 2) allocating the resources necessary to achieve those goals
Change Drivers Technology, increasing stakeholder concern for sustainability, emerging markets collectively create environmental dynamism M7:419
About effectively leading and managing individuals, teams and the organisation to successfully adopt the changes needed to achieve required
Change Management Chapter 6.3 (p.380,381)
or desired business results
Change Process
Determine how prepared the organisation is to adopt the new ways of working, in terms of processes, policies, structures and provision of new
Change Readiness Assessment Chapter 6.3 (p.381)
services.
Defines the scope and nature of the change, develops a change vision or the case for change, and creates a plan that identifies which
Change Strategy Chapter 6.3 (p.381)
organisational activities will be performed, when, and by which members of the team or organisation
Provides another method to identify potential loss or profitable areas, and displays the data in a way that identifies the strong and weak
Channel Analysis Chapter 3.3 (p.167)
channels, allowing an organisation to focus on channels that require improved performance
Channels - Strategic Driver The methods by which an organisation distributes its product or provides its service to customers Chapter 3.3 (p.167)
Characteristics Of Effective Performance Validity (accuracy), reliability (replicability), clarity, low cost, timeliness, accessability, controllability, resistance to gaming, relevance
M3:177
Measures (applicability)
Choose Strategic and Organisational Success Factors for Innovation M4:210
Applying Blue Ocean Thinking
Cirque Du Soleil
Key factors of competition
Clarity Characteristics of effective performance measures M3:177
Milton Friedman argued that the only social responsibility of an organisation is to utilise its resources and engage in profit-maximising
Classical View of Ethics Chapter 1.7 (p.55)
activities, as long as those activities are conducted without fraud or deception
Adopts profit as the principal objective and pursues this in a rational and calculating manner. It has strong connections with classical
Classical/Rational Formulation economics theory where the strategy is driven by a single decision maker with a single objective: the economist pursues clear, financial goals Chapter 7.3 (p.439)
through rational and analytic means.
Closed Innovation It relies on the organisation’s own resources and capabilities and attempts to retain the value created by the innovation for itself Chapter 7.5 (p.469)
Closed Loop Process Products are reused or recycled M7:455
Closed Loop Production Refers to the design of production and consumption to maximise resource efficiency and eliminate waste Chapter 7.4 (p.458,459)
A business model that provides technology infrastructure, platforms and software as a service and enables access from a multitude of
Cloud Computing Chapter 7.1 (p.421)
devices, including smart phones, laptops, desktops and tablets by members of the organisation and, if desired, external parties
Cloud Computing - Technology Factors
Migration away from in-house IT towards cloud services M2:105
(Steeple)
While specific instructions and supervision are still provided, there are also clear explanations of what is occurring, and suggestions offered by
Coaching - Leadership Styles Chapter 1.7 (p.49)
employees may be accepted; coaching is still regarded as being authoritarian but takes tentative steps towards collaboration
Forces organisational change on employees either by involving the outside parties or involving the managers/executives in the process. This
Coercive Style - Leadership Styles style is appropriate when an organisation is in crisis and has limited time and resources. Top-down leadership has to make decisions in the Chapter 1.7 (p.48)
short-term to get through the immediate crisis, and often involved retrenchments and downsizing
Cognitive Computing - Technology Factors
Machine learning, automation and artificial intelligence M2:105
(Steeple)
Decisions are made collaboratively with the team. This leadership style allows the team to provide opinions, insight and knowledge before the
Collaborative Style - Leadership Styles Chapter 1.7 (p.48,54,58)
leader makes a collective decision
Collaborator IDEO's 10 faces of innovation personas M4:287
Combining External And Internal Analysis M3:197
Command This is where decisions are made by leaders without consultation with their team. Chapter 1.7 (p.54)
Commercialisation The key steps of a generic new product development process M4:227
The ongoing exchange of information that helps everyone in the organisation understand the change and prepare themselves for the new ‘to-
Communication Chapter 6.3 (p.382)
be’ strategic model and should be proactively planned.
Communication - Role Of Leaders a) current situation - what currently works, problems, future problems b) recommended change - outline and benefits, risks and problems M1:52
Provides a clear statement of the approach to be used for the development and execution of all communication activity and defines the
Communications Strategy Chapter 6.3 (p.382)
parameters for delivering key messages to stakeholders
Compelling Case
Comprise the skills and productive effort offered by an organisation’s employees as the firm does not, of course, own its employees, but the
Competency Modeling Chapter 3.6 (p.189)
stability of employment relationships allows us to consider human resources as part of its resources
Competition In The Industry M2:129
The ability of an organisation to outperform its competitors and make more profits than its competitors do from an equivalent set of activities
Chapter 1.3 (p.12)
Competitive Advantage (E.g. Doing things in a different way)
Chapter 5.5 (p.336)
Does the strategy create or maintain a basis of competitive advantage?’
Competitive Advantage - Strategic Driver Low cost advantage or differentiation M3:168
Investments that increase the value that is available to the organisation by increasing the maximum value the organisation adds either to its
Competitive Intent Chapter 7.4 (p.449)
existing network or to an alternative network
Competitive Position Describes how an organisation diferentiates itself from competitors in its market M2:132
Attempts to transform the activities performed, so that they differ from rivals or are completed in a different manner to standard practice in the
Competitive Strategy Chapter 1.3 (p.17)
market (E.g. Makes the company’s products completely unique)
Competitor Unique Competitor M5:323
Competitor Analysis
Have an opposite effect to substitutes, rather than detracting from, they add value to the industry; if complement power is high, they can
Complements - Porter's Five Forces M2:122
devalue or commoditise your product or service
Complexity The degree of differentiation, horizontally and vertically between jobs and units. Chapter 6.2 (p.369)
Components of Structure Complexity, formalisation, centralisation, M6:369
Comprehensive examination of all stakeholders M&A guidelines M4:273
Concentration - Suppliers (Porter's Five
Whether there are many or few suppliers, a high concentration usually corresponds with high supplier power over industry participants M2:118
Forces)
Configuration Innovations focused on how the organisation operates, its business systems and business model Chapter 4.1 (p.210)
Consensus This is a ‘majority rules’ style of leadership, where leaders and their teams take a vote in order to determine a decision. Chapter 1.7 (p.54)
Consequence Rating Matrix Insignificant, Minor, Moderate, Major, Catastrophic M5:323
Consolidation Bringing together organisations operating in the same business area is called a horizontal M&A (E.g. BHP Billiton). Chapter 4.6 (p.273)
Consult STEP 4: Develop Techniques for Interacting With Stakeholder Groups M3:155
Employees are consulted before implementing organisational change and are involved in the process of goal setting related to their area of
Consultative Style - Leadership Styles expertise. This style of change is appropriate when management has developed a plan but there is value in getting perspectives and feedback Chapter 1.7 (p.48)
from others in the organisation
Those with a high degree of power but low interest. These stakeholders have the ability to influence an organisation’s strategy, but are unlikely
Context Setters - Power/Interest Grid Chapter 3.1 (p.154,155)
to get involved unless a significant issue draws their attention (E.g. Government)
Contingency Approach - Leadership Theories Suggests matching leadership style to the situation between traits and behavioural Chapter 1.6 (p.38)
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