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  3. UC Leuven-Limburg
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  5. Advanced Business Management BANABA
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Summary In-Depth Strategy Design Study Guide
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  • Vak
  • Strategy Design
  • Instelling
  • UC Leuven-Limburg

This summary/self-made coursebook comprehensively covers the basics of strategic management, business modeling, Blue Ocean Strategy, and contemporary topics like Capitalism 2.0 and Design Thinking. The guide also delves into futuristic concepts such as 'The Day After Tomorrow', encompassing discuss...

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Voorbeeld 4 van de 75  pagina's

Document informatie

  • 19 december 2023
  • 75
  • 2023/2024
  • Samenvatting

Onderwerpen

  • strategydesign
  • strategydesign20
  • strategicmanagement
  • blueocean
  • redocean
  • business
  • businessmodelling
  • capitalism
  • capitalism20
  • the day after tomorrow
  • thedayaftertomorrow
  • 20
  • advancedbusinessmanagement
  • ucll

Geschreven voor

  • UC Leuven-Limburg
  • Advanced Business Management BANABA
  • Strategy Design
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Voorbeeld van de inhoud

JANUARY 8, 2024
A107




STRATEGY DESIGN

BIRTHE WECKX
UC LEUVEN-LIMBURG


, Table of Contents
Chapter 1: Basics of Strategic Management ................................................................................... 1
1.1 Strategy........................................................................................................................... 1
1.2 Strategic Management.................................................................................................... 1
2.1 Environmental Scanning ................................................................................................. 2
2.2 Formulation .................................................................................................................... 4
2.3 Implementation ............................................................................................................ 11
2.4 Evaluation ..................................................................................................................... 13
Chapter 2: Business Modelling & The Blue Ocean Strategy ........................................................... 24
1.1 The Osterwalder Basic Business Model ........................................................................ 24
2.1 Blue Ocean vs. Red Ocean ............................................................................................ 26
Chapter 3: Capitalism 2.0 ............................................................................................................ 36
1.1 Principle ........................................................................................................................ 36
1.2 Change .......................................................................................................................... 36
2.1 Customer Relationship.................................................................................................. 38
3.1 Introduction .................................................................................................................. 39
3.2 Sustainable Development Goals (SDG’s) ....................................................................... 40
3.3 Flourishing Business Canvas.......................................................................................... 41
Chapter 4: Design Thinking ......................................................................................................... 48
1.1 Abundance.................................................................................................................... 48
1.2 Amygdala ...................................................................................................................... 48
1.3 Singularity University .................................................................................................... 48
1.4 Church of WOW ............................................................................................................ 48
2.1 Introduction .................................................................................................................. 48
2.2 The Dimensions ............................................................................................................ 49
Chapter 5: The Day After Tomorrow ............................................................................................ 56
1.1 Four Questions.............................................................................................................. 56
1.2 Survival ......................................................................................................................... 57
2.1 Industrial Revolution..................................................................................................... 63
2.2 Crossover ...................................................................................................................... 64
2.3 AI .................................................................................................................................. 65
2.4 IoT ................................................................................................................................. 66
2.5 Blockchains ................................................................................................................... 68
2.6 AR & VR ........................................................................................................................ 69
2.7 Quantum Computing .................................................................................................... 70

,2.8 3D Printing .................................................................................................................... 70
2.9 Robotics ........................................................................................................................ 71
2.10 Web 3.0 ........................................................................................................................ 71

, 1



Chapter 1: Basics of Strategic
Management
1 Introduction
1.1 Strategy
Originating from the Greek words "Stratos," meaning army, and "Agein," meaning to lead, the
term strategy dates back to the 6th century BC. In a modern context, strategy is defined as a
comprehensive action plan designed to set a long-term direction and guide the allocation of resources
to achieve organizational goals. The ultimate aim is to secure a sustainable competitive advantage,
indicating that a well-crafted strategy not only directs current actions but also anticipates future
challenges and opportunities to ensure the enduring success of an organization.

1.2 Strategic Management
Strategic management is a critical organizational process that encompasses the formulation,
implementation, and evaluation of cross-functional decisions. These decisions, or strategies, are
fundamental to achieving long-term goals and maintaining a competitive edge in the market. The
process requires a holistic view of the organization, taking into consideration various departments and
how they can work together effectively to implement strategies that will lead to sustainable success.
Through continuous evaluation, strategic management ensures that an organization not only sets
ambitious targets but also adjusts its course as necessary to respond to an ever-changing business
environment.

1.2.1 Integration

Strategic management acts as the glue that holds various departments of a company together,
ensuring they work in harmony towards common goals. By integrating key areas such as Management,
Marketing, Finance, Operations, Research & Development, and Information Systems, a company can
align its actions and strategies across the board. This alignment is crucial for efficiently achieving
business objectives and gaining a competitive edge. It ensures that each department's efforts
contribute positively to the company's overall success, making the organization more robust in the face
of market challenges and changes.

1.2.2 Benefits

Strategic management offers clear benefits for a firm: it crystallizes the company's long-term
goals, ensuring everyone is working towards the same vision. It sharpens the focus on key priorities,
allowing the firm to channel its efforts and resources more effectively. Additionally, it equips the firm
with a better grasp of the changing business landscape, enabling quicker and more informed decisions
in response to new challenges and opportunities. These advantages collectively contribute to a firm's
sustained success and competitiveness.

1.2.3 Main Questions

These questions facilitate a comprehensive evaluation of the organization's current position
and its trajectory:

1. "Where is the organization now?" This question demands an assessment of the current state
of affairs, recognizing strengths, weaknesses, and the immediate competitive context.

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