Comprehensive strategic management framework based on H. Igor Ansoff's work. Covers Strategic Success Hypothesis, Environmental Turbulence, Capability Responsiveness, and Change Management methodologies.
Implanting Strategic Management - Complete Framework
Comprehensive strategic management framework based on H. Igor Ansoff's work. Covers Strategic Success Hypothesis, Environmental Turbulence, Capability Responsiveness, and Change Management methodologies.
“Ansoff Strategic Management: Essential Knowledge - Complete Frameworks, Concepts & Practice”
Authors: H. Igor Ansoff, Daniel Kipley, A.O. Lewis, Roxanne Helm-Stevens, Rick Ansoff | Palgrave Macmillan, 2019 (3rd Edition)
Optimal performance is achieved when Environmental Turbulence, Strategic Aggressiveness, and Capability Responsiveness are perfectly matched (Triplet Match).
Environmental Turbulence ↔ Strategic Aggressiveness ↔ Capability Responsiveness
Warning: MISMATCH di salah satu = Suboptimal performance
Five levels of environmental turbulence that determine required strategic aggressiveness
Strategy: Stable/Incremental
System: Financial Control
Strategy: Extrapolative
System: Long-Range Planning (LRP)
Strategy: Anticipatory
System: Strategic Planning
Strategy: Entrepreneurial
System: Strategic Planning + SIM
Strategy: Creative/Adaptive
System: Strategic Issue Management (SIM)
Complexity
Number of environmental factors affecting the business
Novelty
Degree to which challenges are familiar vs unprecedented
Rate of Change
Speed at which environment evolves
Visibility of Future
Ability to predict future developments
External market segment defined for analyzing opportunities and threats
Example: Electric vehicles for urban consumers in North America
Purpose: For analyzing opportunities/threats
Internal organizational unit that manages one or more SBAs
Example: Tesla Passenger Vehicle Division
Purpose: For execution & resource allocation
Relationship: 1 SBU can manage multiple SBAs; 1 SBA can be served by multiple SBUs (different firms)
Nested cycles where demand cycles contain multiple technology cycles, which contain multiple product variants
Demand Cycle
50+ years
Technology Cycle
10-30 years
Product Cycle
2-5 years
Strategy:
Technology leadership
Cash Flow:
Negative
Critical Insight: Strategy MUST evolve through stages - maintaining same strategy across stages = suboptimal performance
High Share / High Growth
Market leaders in growing markets, need investment to maintain position
Low Share / High Growth
High potential but risky, need significant investment to compete
High Share / Low Growth
Market leaders in mature markets, generate cash to fund others
Low Share / Low Growth
Weak position in declining markets, minimal investment
CAPABILITY = f(Managers, Climate, Competence, Capacity, Structure, Systems)
Performance = MIN(Strategy Level, Capability Level)
Build capability BEFORE/DURING strategy launch, NOT after
General preparedness, scanning
Enhanced monitoring, scenarios
Strategic positioning, pilots
Gradual commitment, planning
Decisive action, full commitment
R ∝ ±(ΔC + ΔP) / ΔT
Resistance
Culture change magnitude
Power redistribution
Time available
Insight: More change + Less time = More resistance
Ansoff, H. I., Kipley, D., Lewis, A. O., Helm-Stevens, R., & Ansoff, R. (2019).Implanting Strategic Management (3rd ed.). Palgrave Macmillan.https://doi.org/10.1007/978-3-319-99599-1